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Home My WebLink AboutStudy Session Agenda Packet 03-07-16STUDY SESSION AGENDA CITY COUNCIL CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO March 7, 2016 6:30p.m. Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge. Call Maureen Harper, Public Information Officer at 303-235-2877at least one week in advance of a meeting ff you are interested in participating and need inclusion assistance. Citizen Comment on Agenda Items .1. Staff Report(s) a) Parks and Recreation Department Accreditation b) Large Event Permit Policy 2. Discussion concerning Freestanding Emergency Rooms ~ Elected Officials' Report(s) ADJOURNMENT ~. ~ # .. _ ' City of • ArP(" Wheat&_dge ~ARKS AND RECREATION Memorandum TO: Mayor and City Council Patrick Goff, City Manager fi:t TBROUGH: FROM: Joyce Manwaring, Parks and Recreation Director DATE: March 7, 2016 SUBJECT: Parks and Recreation Department Accreditation The Parks and Recreation Department has applied to the Commission for Accreditation ofPark and Recreation Agencies (CAPRA) to become a nationally accredited agency. The process involves documenting compliance with the 151 standards, which represent best management practices in the field of parks and recreation. The CAPRA accreditation program supports the achievement of the National Recreation and Park Association (NRPA) mission to: I. Provide standards and procedures for the evaluation of public park and recreation agencies through a program of self-evaluation and outside peer review for the purpose of national accreditation 2. Enhance the performance of park and recreation services 3. Promote an agency which will serve more effectively the citizens in provi.ding quality recreation The accreditation review team is scheduled to visit the department on June 20-22, 2016. Accreditation approval will be awarded in October at the National Park and Recreation Association annual conference. ATIACHMENT: I. National Accreditation Standards COMMISSION FOR ACCREDITATION OF PARK AND RECREATION AGENCIES NATIONAL ACCREDITATION STANDARDS CAPRA -Fifth Edition - Revised April 2014 Amended July 2015 Sponsored by National Recreation and Park Association Attachment 1 Created by the Commission for Accreditation of Park and Recreation Agencies Revised April2014 Copyright © 1994. 1996, 1998,2001 ,2003,2009,2014 by the National Recreation and Park Association Table of Contents NOTE: Standards marked with a star<*> are fu11d amen tal standards, a nd are required of aU agencies seeking accreditation. ·Introduction .................................................................................................................... 1-5 Accreditation Process ................................................................................................................................ I List offundarnental Standards .......................................................................................................... 1-2 Understanding Standards .......................................................................................................................... 2 History ofCAPRA Standards for Narional Accreditation ..................................................................... 2-3 About the Cornrnission .............................................................................................................................. 3 Using this Publication ............................................................................................................................... 3 Writing Guidelines ................................................................................................................................. 4-5 Observable Standards ................................................................................................................................ 5 Resources .................................................................................................................................................. 5 1.0 -Agency Autho rity, Role, a nd Responsibility ................................................................. 6-10 1.1 -Source of Authority * ...................................................................................................... 6 1.1.1 -Approving Authority/Policy Body ............................................................................................ 6 1.1 .2-Citizen Advisory Boards/Comminees ...................................................................................... 6 1.2-Periodic Timetable for Re view of Documents ................................................................................. 7 1.2.1 -Docurnent Approval Authority ................................................................................................. 8 1.3 -Jurisdiction ...................................................................................................................................... 8 1.4 -Mission * ........................................................................................................................................ 8 1.4.1 -Agency Gonls and Objectives * ............................................................................................ 9 1.4.2 -Personnel Involvement ............................................................................................................. 9 1.5 -Vision * .......................................................................................................................................... 9 1.6-Policies, Rules, Regulations. and Operational Procedures .............................................................. 9 1.6.1 -Admini trati\'c Policies a nd Procedure * ......................................................................... I 0 1. 7 -Agency Relat ionship * ................................................................................................................ I 0 I. 7.1 -Operational Coordination and Cooperation Agreements ....................................................... I 0 2.0 -Planning ......................................................................................................................... J 1-14 2.1 -Overall Planning Function within Agency .................................................................................... 1 I 2.2 -In' ol\'emeot in Local Planning * .............................................................................................. 1 I 2.3-Planning with Regional, State. and Federal Agencies .................................................................. 12 2.3.1 -Community Comprehensive Plan with Park and Recrea tion Component .............................. 12 2A -Park and Recreation S)stem Ma ter Plan * ........................................................................... 12 2.5 -trategic Plan * .......................................................................................................................... 13 2.6 -Feasibility Studi es ......................................................................................................................... 13 2.7-Site Plans ....................................................................................................................................... 13 2.8 -1-1 istorical and Cull ura l Resource Management Plans .................................................................... 13 2.9 -Con1munity ln,•oh•emeot * ....................................................................................................... 14 2.10 -ADA Transition Plan .................................................................................................................. 14 3.0 -Organization and Adn1in istration ............................................................................... 15-19 3.1 -Organizational Structure * ........................................................................................................ 16 3.2 -Adrni nistrative Offices .................................................................................................................. 16 3.2.1 -upport Services ..................................................................................................................... 16 3.3 -Internal Communication * ......................................................................................................... 16 3A -Public Information Policy and Procedure * ............................................................................. 17 3.4.1 -Public Informa tion and Community Relations Responsibility ............................................... 17 3.4.2 -Community Relations Plan .................................................................................................... 17 3.4.3 -Marketing Plan ....................................................................................................................... 18 3.4.3.1 -Marketi ng Responsibility ............................................................................................... 18 3.5 -Utilizati on of Technology ............................................................................................................. 18 3.5.1 -Ma nagement Information Systems * ................................................................................. 19 3.6 -Records Management Pol icy and Procedures ............................................................................... 19 3.6.1 -Records Disaster Mitigation and Recovery Plan and Procedures .......................................... 19 4.0 -Hun1an Resources ........................................................................................................ 20-29 4. I -Per onnel Policic:, and Procedure Manual * .......................................................................... 20 4.1.1 -Code of Etbic * ................................................................................................................... 21 4.1.1.1 -StafT Acceptance of Gifts and Gratuities ....................................................................... 21 4.1.2 -Recruitrn ent Process ............................................................................................................... 21 4.1.3 -Equal Opportunity Employment and Workforce Diversity * ......................................... 2 1 4.1 A -Selection Process ................................................................................................................... 22 -'.1.5 -Rackgrouod love ti gation * ................................................................................................ 22 4.1.6 -Employee Benefits ................................................................................................................. 22 4.1.7-Supervision ............................................................................................................................ 23 4.1.8 -Cornpensation Plan ................................................................................................................ 23 4.1.9-Performance Evaluat ion ......................................................................................................... 23 4.1.1 0-Pro1notion ............................................................................................................................. 24 4.1.11 -Disciplinary System ............................................................................................................. 24 4.1.12-Grievance Procedures .......................................................................................................... 24 4.1.1 3-Tenninati on and End of Employment .................................................................................. 25 4.2 -Staff Qualifi cations * .................................................................................................................. 25 4.3 -.Job Analyses for Job Descr iptions * ......................................................................................... 25 4.4 -Chief Administrator * ................................................................................................................ 26 4.4.1 -Leadership Succession Procedure .......................................................................................... 26 4.5 -Workforce Health and Well ness Program ..................................................................................... 26 4.6 -Orientation Program ...................................................................................................................... 26 4.6.1 -Employee Training and Development Program ..................................................................... 27 4.6.2 -Professional Certification and Organization Membership ..................................................... 27 4.7 -Volunteer Management ................................................................................................................. 27 4.7.1 -Use of Volunteers .................................................................................................................. 27 4.7.2-Volunteer Recruitment, Selection, Orientation, Training, and Retention .............................. 28 4.7.3 -Supervision and Evaluation of Volunteers ............................................................................. 28 4. 7.4 -Recognition of Volunteers ..................................................................................................... 28 4.7.5 -Liability Coverage for Volunteers ......................................................................................... 28 4.8 -Consultants and Contract Employees ............................................................................................ 29 5.0 -Financial Management ................................................................................................ 30-34 5.1 -Fiscal Policy * .............................................................................................................................. 30 5 .. 1.1 -Comprehensive Revenue Polic-y * ...................................................................................... 30 5.1.2 -Agency Acceptance of Gifts and Donations .......................................................................... 30 5.1.3 -Grants Procedures .................................................................................................................. 3 1 5.1.4 -Private, Corporate, and Non-Profit Support Procedures ........................................................ 3 1 5.2 -Fiscal Management Procedures * ............................................................................................. 3 1 5.2.1 -Authority and Responsibili ty for Fiscal Managemelll ........................................................... 31 5.2.2 -Purchasing Procedures * .................................................................................................... 32 5.2.2.1 -Emergency Purchase Procedures ................................................................................... 32 5.3 -Accounting System * .................................................................................................................. 32 5.3 .. , -Financial Status Reports ........................................................................................................ 32 5.3.2 -Position Authorization Procedures ........................................................................................ 33 5.3.3-Fiscal Control and Monitoring Procedures ............................................................................ 33 5.3.4 -Independent Audit * ............................................................................................................ 33 5.4 -Annual or Biennial Budget * ..................................................................................................... 33 5.4.1 -Budget Development Guidelines ........................................................................................... 34 5.4.2 -Budget Recon1mendations ..................................................................................................... 34 5.5 -Budget Control Proced ures ........................................................................................................... 34 5.5.1 -Supplemental/Emergency Appropriations Procedures .......................................................... 34 5.5.2 -In entory and Fixed Assers Control ....................................................................................... 34 6.0 -Progrant s a nd crvice i\1anagenlent ......................................................................... 35-40 6.1 -Recreation Programming Plan * ............................................................................................... 36 6.1.1 -Program and Service Determinants ........................................................................................ 36 6.1.2-Participant Involvement ......................................................................................................... 37 6.1.3-Self-Directed Programs and Services ..................................................................................... 37 6.1.4 -Leader-Directed Programs and Services ................................................................................ 37 6.1.5-Facilitated Programs and Services ......................................................................................... 38 6.1.6-Cooperative Progran1111ing ..................................................................................................... 38 6.2-Program Objecth es * ................................................................................................................. 38 6.3 -Scope of Program Opponunities ................................................................................................... 39 6.3.1 -Outreach to Oi"erse Uodcrscr\'ed Populations * ............................................................. 39 6.4 -Community Education for Leisure Process ................................................................................... 39 6.4.1 -Community llealth and Wellness Education and Promotion ................................................. 40 6.5 -Participant and pectator Code of Conduct .................................................................................. 40 7.0 -Facility a nd Land Use Management .......................................................................... 41 -46 7.1 -Parkland Acquisition Procedures .................................................................................................. 41 7.2-Areas and Facilities Development Policies and Procedures ......................................................... 42 7.2.1 -ADA Existing Facility and Site Access Audit ....................................................................... 42 7.3 -Defense Against Encroachment Procedures ................................................................................. 42 7.4-Disposal of Lands Procedures ....................................................................................................... 42 7.5-Maintenance and Operation. Management tandards * ........................................................ 43 7.5.1 -Facility Legal Requirements .................................................................................................. 43 7.5.2 -Preventative Maintenance Plan .............................................................................................. 43 7.6-Fleet Management Plan ................................................................................................................. 44 7.7-Agency-0\\ ned Equipment. Ma terials. Tools. and Supplies Policies and Procedures ................. 44 7.7.1 -Building Plans and Specifications ......................................................................................... 44 7.7.2-Land and Lease Records ........................................................................................................ 45 7.8-Environmental ustainability Policy and Program ....................................................................... 45 7.9 -Natural Resource Management Plans and Procedures .................................................................. 45 7 .9.1 -Recycling and/or Zero Waste Plan ......................................................................................... 46 7. I 0 -Maintenance Personnel Assignment Procedures ......................................................................... 46 7. I I -Capital Asset Depreciation and Replacement Schedule ............................................................. 46 8.0 -P u blic Safety, Law Enforcement, and Security ......................................................... 47-52 8.1 -Codes, Laws, and Ordinances * ................................................................................................ 47 8.1.1 -Staff Liaison to Law Enforcement Officers ........................................................................... 48 8.2 -Authority to Enforce Laws by Law Enforcement Officers * .................................................. 48 8.3 -Law Enforcement Officer Training ............................................................................................... 48 8.4 -Public lnfonnation on Laws, Ordinances, Rules, Regulations. and Policies ................................ 48 8.4. I -In-Service T raining for Staff on Public Safety and Law Enforcement .................................. 49 8.4.2-Handling of Disruptive Behavior Procedures ........................................................................ 49 8.4.3-Traffic Control. Parking Plans, and Crowd Control .............................................................. 49 8.4.4-Handling of Evidentiary Items Procedures ............................................................................ 50 8.5 -General Security Plan * ............................................................................................................. 50 8.6 -Emergency Management Planning ............................................................................................... 5 I 8.6.1 -In-Service T raining for Staff on General Security and Emergency Management ................. 51 8.6.2 -Emergency Risk Communications Plan ................................................................................. 5 I 8.6.3-Care and Shelter Procedures .................................................................................................. 42 9.0 -Risk Managen1ent ........................................................................................................ 53-54 9.1 -Risk Management Policy .............................................................................................................. 53 9.1.1 -Risk Management Plan and Procedures * ........................................................................ 53 9.1.2 -Accident and Incident Report Procedures .............................................................................. 54 9. I .3-Personnel Involvement and Training ..................................................................................... 54 9.2 -Risk Manager ................................................................................................................................ 54 9.3 -ADA Compliance and Face-to-Face Resolution ........................................................................... 54 10.0 -Evaluation, Assessment, and Research .................................................................... 55-58 10.1 -Systematic Evaluation Processes * .......................................................................................... 55 I 0. I .I -Responsibility for Evaluation .............................................................................................. 55 I 0.1 .2-Staff Training on how to Evaluate Programs. Services, and Facilities ................................ 56 I 0.2 -Outcomes Assessn1ent ................................................................................................................. 56 I 0.3 -Performance Measurement .......................................................................................................... 56 I 0.3.1 -Level of Service Standards .................................................................................................. 57 10.4 -Needs Assessment ....................................................................................................................... 57 I 0.5-Program and Services Statistics .................................................................................................. 57 I 0.5.1 -Recreation and Leisure Trends Analysis ............................................................................. 57 I 0.5.2 -Comn1unity Inventory .......................................................................................................... 58 10.5.3-PRORAGIS .......................................................................................................................... 58 I 0.6-Research Investigation ................................................................................................................ 58 I 0.6.1 -Quality Assurance ................................................................................................................ 58 Introduction The Commission for Accreditation of Park and Recreation Agencies (CAPR A) Standards for National Accreditation provide an authoritative assessment tool for park and recreation agencies. Through compliance with these national standards of excellence, CAPRA accreditation assures policy makers. department staff. the general publ ic and tax payers that an accredited park and recreation agency has been independently evaluated against established benchmarks as delivering a high level of quality. Every park and recreation agency.'' hatever its focus or field of operation, is rightfully concerned with the efficiency and effectiveness of its operations. With the importance of park and recreation programs and services to the quality of life. each agency has an essential role in the lives ofthe people it serves. CAPRA accreditation is a quality assurance and quality improvement process demonmating an agency's commitment to its employees. volunteers, patrons and community. Accreditation Process Accreditation is based on an agency· s compl iance with the 151 standards for national accreditation. To achieve accreditation. an agency must comply with all 37 Fundamental Standards. which are indicated by the *icon in this publication. and 104 of the 114 Non-Fundamental Standards upon initial accreditation and 108 ofthe 114 Non-Fundamental Standards upon reaccreditation. List of Fundamental Standards 1.1 Source of Authoriry 1.4 Mission I .4.1 Agency Goals and Objectives 1.5 Vision 1.6.1 Administrative Policies and Procedures 1.7 Agency Relationships 2.2 Involvement in Local Planning 2.4 Park and Recreation System Master Plan 2.5 Strategic Plan 2.9 Community Involvement 3.1 Organizational Structure 3.3 Internal Communication 3.4 Public Information Policy and Procedure 3.5.1 Management Information Systems 4.1 Personnel Policies and Procedures Manual 4.1.1 Code of Ethics 4.1.3 Equal Opportunity Employment and Workforce Diversity 4.1.5 Background Investigation 4.2 StaffQualifications 4.3 Job Analyses for Job Descriptions 4.4 Chief Administrator 5.1 Fiscal Policy 5.1.1 Comprehensive Revenue Policy 5.2 Fiscal Management Procedures 5.2.2 Purchasing Procedures 5.3 Accounting System 5.3.4 Independent Audit 5.4 Annual or Biennial Budget 6.1 Recreation Programming Plan 6.2 Program Objectives 6.3.1 Outreach to Diverse Underserved Populations 7.5 Maintenance and Operations Management Standards 8.1 Codes, Laws. and Ordinance 8.2 Authority to Enforce Laws by Law Enforcement Officers 8.5 General Securit) Plan 9.1.1 Risk Management Plan and Procedures I 0.1 Systematic Evaluation Processes CAPRA accreditation is a 1ive-year cycle that includes three phases. development of the agency self- assessment repo1t. the onsite visitation. and the Commission's review and decision. The onsite visitation folio" s the agency's development of its self-assessment repon. If accredi tation is granted by the Commission at its meeting folio" ing the onsite visit. the agency will develop a ne\\ self-assessment report and be revisited every five years. Within each of the four years between onsite visits, the agency will submit an annual report that addresses its continued compliance with the accreditation standards. The complementary publication. CAPRA Accrediwtion Handbook. sets fo11h in detail the accreditation process and procedures and can be found online at http://w\\ w.nrpa.org/CA PRA. Understmuling Stuudard.<t A standard is a statement of desirable practice as set fonh by experienced professionals. In evaluating an agency for accreditation, the standards are a measure of effecti veness using the cause and effect ("if ... then") approach. If one acts in a certain way. then it is expected that there wi ll be a cenain outcome. In practice. iran agency complies with a given standard . then it is expected that the agency's operations related to that standard \viii be positively affected. Viewed holistically. if an agency complies with the vast majority of the standards (i.e .. all fundamental standards and at least 85% oft he remaining). then it is understood that the agenC) is performing a qual it) operation. Standards enable evaluation by comparing ''hat is found within an agency operation to what is accepted b) professionals as desirable practices. These standards are not a quantitative measure ofthe local availability of funds. lands. personnel, etc. and should be distinguished from other types of standards which address specific elements. such as open space standards. which are population-based. and playground equipment standards. which are product- based. These qualitative standards for accreditation are comprehensive. dealing with all aspects of agency operations. The standards provide an effective and credible mean s of evaluating a park and recreation agency's overall system. The standards apply to all park and recreation systems. inasmuch as they are considered to be the elements for effective and efficient operations. Most agencies administer both park and recreation functions; however. some agencies only administer recreation programs and services. not park systems, and others only administer park systems, not recreation programs and services. Additionally. the jurisdictional structure of agencies differs throughout the country. ''ith many agencies operating under municipal authori ty. while others operate under county. park district. or other structures. Funher, the s1andards apply to agencies of all sizes in terms of personnel. budget. and population served. It is recognized that each community is unique and may meet the standards in differing ways. History• of CAPRA S tandards for National Accreditation A forerunner oft he CAPRA standards was a document titled. £,·ttluation and Self-Study of Public Recreation mzd Park Agencies. first issued in 1965. The standards in the document were initially determined by leading professionals in the Great Lakes District of the then National Recreation Association. Eight years later. in 1972. a statewide study in Pennsylvania encompassing thirty municipal park and recreation departments resu lted in the document being updat.ed and revised; and, afler twenty years. it ' as replaced by the CAPRA standards. 2 The CAPRA standards were developed by a special committee initiated in 1989 by the American Academy for Park and Recreation Administration (AAPRA) and the National Recreation and Park Association (NRPA). The standards and accreditation process were field tested at park and recreation agencies of varying characteristics. In 1993, the Commission for Ac.creditation of Park and Recreation Agencies was established to implement and administer the accreditation program. Since then, the CAPRA standards have been reviewed and revised several times. notably in 1996. 200 I, and 2009. In 1998 work was begun to adapt the accreditation program to military recreation. An Army version of the standards, developed by the Army, was approved in 1999 and a representative of military services was added to the Commission board. In 2007, the Department of Defense proposed a revised set of m i I itary standards that applies to all military services; and was approved by the Commission in 2008 for use by all military services. The military accreditation standards are available as a separate document. About the Commissio11 n1e Commission for Accreditation of Park and Recreation Agencies is a thirteen-member board composed ofrepresentatives from: • American Academy for Park and Recreation Administration (4 representatives) • National Recreation and Park Association (4 representatives) • International C ity/Council Management Association (1 representative) • Council of State Executive Directors ( 1 representative) • American Association for Physical Activity and Recreation (I representative) • National Association of County Park and Recreation Officials (I representative) • Armed Forces Recreation Society (I representative) The Commission is administratively sponsored by the National .Recreation and Park Association. but acts with independence and under its own authority in detem1ining accreditation standards and conferring accreditation of applicant agencies. Using tlris Publication This publication includes a ll of the CAPRA standards for nationaJ accreditation. Standards are ordered numericaJiy by section. Each section covers a specific component of. or within, an agency's operatjons. The numerical ordering of standards is hierarchical and the relationship of the standards is identified by the numerical order (i .e .. 3.4.1.1 is a sub-standard of 3.4.1, which is a sub-standard of 3.4). A Suggested Evidence of Compliance section is included for each standard in order to identify acceptable means of demonstrating compliance with a standard. Agencies may have different evidence for standards depending on the size. complexity and diversity of the agency. lt is important to understand that these are only suggestions and that other evidence may be more appropriate for a given agency and standard. The burden of proof regarding compliance rests with the agency. Where appropriate, an agency is encouraged to provide more than one example of evidence of compliance for some standards. For some standards, the Suggested Evidence of Compliance will include the visitation team being able to observe that the standard is being implemented by conducting site visits or tours and interviewing personnel. After each standard, the chapter and page reference from the Management of Parks and Recreation Agencies, 3rd Edition is noted in blue text. 3 Writing Guidelines Agency Self-Assessment A we ll-developed and executed self-assessment document is essential for reviewers to both detem1ine agency readiness to proceed and enable the visitation team to do a thorough verification. Lead and second reviewers. as well as the visitation team chair and team. will look for relevance to the standard, accuracy. specificity and completeness. When the agency provides evidence of compliance (EOC) with the self-assessment, the EOC must be correctly identified. thoroughly organized and referenced, and consistently presented throughout the self- assessment to avoid ambiguity and vagueness. Without appropriate references. the EOC lacks credibility and significance. Text Fonnat • Use the most current self-assessment template to help assure proper formatting and content. • Include a narrative for each standard that provides a focused. concise and complete explanation of how the agency meets the standard. • Correctly name and address references to electronic links and online documents. • Number pages in either the header or footer. • Place the full agency name at the top of each page. e.g. put in header. • Use 1.5 inch rmugins. • Use a simple font (e.g., Times New Roman. Calibri, A rial) in size 12-point font. Evidence of Compliance (EOC) Format • Present the narrative and documented EOC in a consistent format for each standard. Refer only to those documents for which there is evidence presented. Number and list each piece of EOC as it is mentioned in the narrative. Do not list documents if they are not referenced in the narrative. • When the EOC is an entire plan or manual. include only the title, date of publication. table of contents and, where required, the adoption or approval by the appropriate governing authority. • When the EOC is only part of a multi-page document. plan or manual provide the title. date of publ ication. and page or pages with the relevant passage marked or high lighted. n1e report narrative or embedded elecu·onic link must direct the visitation team to the exact page, paragraph and line on which the evidence is referenced. • List all evidence in the self*assessment in the same order in which it is listed in th e narrative to facilitate easy retrieval and review. The narrative should be a brief explanation of how the agency meers the standard. • Onsite tiles must be well organized to facilitate quick visitor access. Documents must be available in hard copy or electronic format. • Electronic links and online documents must be named exactly as referenced in the corresponding narrative. • Focus on providing only the required EOC: do not include extra materials that are not necessary. Writing Guidelines • Use proper grammar. syntax (sentence structure) and punctuation. • Eliminate all spelling errors. • Use abbreviations only after the abbreviation or acronym has been fully described. e.g. when the agency provides evidence of compliance (EOC) with the self-assessment, the EOC muSt be correctly identified. • Use succinct and factual sentences to produce a tightly-scripted document. • Refrain from using proper nouns when referencing individuals; use pronouns. where possible. • Write the self-assessment in a consistent "voice.'' IdentifY and correct shifts in verb tense. Use the active voice and when appropriate eliminate passages written in the passive voice. • Refrain from using overstatement and hyperbole. • Include titles. dates and page numbers in EOC references. 4 • Include., revision. adoption and approval dates for tracking purposes. e.g. revision of the 1995 pol icy on encroachment was adopted on October 2. 2013. • Never cut and paste or copy word-for-word from any agency report or website, unless properly cited. Consequences for Failure to Fo llow Format and Writing Guidelines • If a self-assessment does not meet the above requirements, it wi II be returned. • The CAPRA Commission. at its discretion, may allow the report be resubmitted 'vVithin a specific time period. Obsen ,ab/e Standards A tour of the agencies parks and/or facilities must be gramed to view the system to verify compliance with standards. This is required as part of the visit. Resources More information about CAPRA national accreditation. including how to apply for accreditation. the cun·ent CAPRA Handbook. and the list of currently accredited agencies, is available online at www.nrpa.org/CAPRA. An additional resource is the publication, Management o(Park and Recreation A gencies. 3rd Edition. This publication is based in part on the CAPRA standards and covers in detail best management practices for managing a park and recreation agency. This publication is available through the NRPA store at http://ipv.nrpa.org/store/ For questions or concerns, please contact: Commission for Accreditation of Park and Recreation Agencies (CAPRA) c/o National Recreation and Park Association 22377 Belmont Ridge Road Ashburn. VA 20 148 Te l (703) 858-2141 Fax (703) 858-0794 Emai l CAPRA@ nrna.org 5 1.0-Agency Authority, Role, and Responsibility NOTE: Standards marked with a star <*> are fundamenta l standards, and are r equired of all agencies seeking accred itation. Delineation of jurisdiction and au thority are the foundation upon which the park and recreation agency is organized. Policy and rule-making functions and the development of procedures to implement policy create the organizational framework. The mission establishes rhe organizational purpose, and goals and objectives establish the strategic direction. Organization values affect how the agency through its leadership and staff relate to other governing bodies, agencies, organizations and how it incorporates input from citizens and staff 1 .I -Source of Authority * Stumlurtl: The sour·ce of agency authority or legal basis of operation and the extent of powers shall be identified in a legal document such as the state statute, local char ter, city ordinance, or park district code. Suggested E'·idence ofComp/iance: Provide legal citation and, if appropriate. date of reso lution by local governing entity or legal authority (i.e .. enabling acL support documentation. ordinance: if permissive state authority. provide charter). lnfom1ationaJ reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 3 -Legal Authority and Jurisdiction. pp. 4 1-42. 1.1.1 -Approving Authority/Policy Body Sttmtlard: The agency organizational structure shall provide for one public entity responsible for policy-making functions. This entity usually has taxing power and must approve the budget; it holds title to property. It also serves an important function in providing input to improve and expand park and recreatj on programs, services, and facilities. Suggested £,·idence of Compliance: Provide a chart or diagram and narrative description of the organizational strucLUre. interrelat ionship of organizational components and powers of authority over policy-making: show the relationship of the agency to its approving amhority and provide the approving authority bylaws or charter. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 3-Legal Au thority and Jurisdiction, pp. 38-52. 1.1 .2-Citizen Advisory Boards/C ommittees Staut/(lrd: There shall be citizen boards/committees that are advisory to the agency and the approving authority that appoints them. Advisory boards engage the community and serve as advocates for the advance ment of programs, facilities, and services. Suggested Evidence of Compliance: Provide list of boards/committees with membership. authority. responsibilities and duties, tem1s of office, meeting minutes. lnfomational reference in the Management of Park and Recreation Agencies. (20 1 0). 3rd Ed., Chapter 3 -Legal Authority and Jurisdiction. pp. 53-54. 6 1.2 -Periodic Timetable for Review of Documents Sttmdard: All documents designated for periodic review shall be reviewed on a regular basis according to an established agency review schedule. For example, if the agency has detea·mined that a document should be reviewed annually, the agency shall provide evidence that the document is reviewed annually and include a copy of the most recent annual review. Several standards in the accreditation process require that adopted plans, policies and procedures be a·eviewed and updated at various intervals. ln those cases, the agency shall provide evidence that the doc ument was reviewed and updated pursuant to the period specified in the standard. Standards with a review requirement are: 1.4.1 Agency Goals and O~jectives 1.6.1 Administrative Policies and Procedures 2.4 Park and Recreation System Master Plan 2.5 Strategic Plan 3.4.2 Community Relations Pl an 3.4.3 Marketing Plan 3.6 Records Management Policy and Procedures 3.6.1 Records Disaster Mitigation and Recovery Plan and Procedures 4.1 Personnel Policies and Procedures Manual 4.1.2 Recruitment Process 4. I .8 Compensation Plan 4.3 Job AnaJyses for Job Descriptions 4.5 Workforce Health and Wellness Program 4.6.1 Employee Training and Development Program 5.1.1 Comprehensive Revenue Policy 6.1 Recreation Programming Plan 6.2 ProgTam Objectives 6.4 Community Education for Leisure Process 7.1 Parkland Acquisition Procedures 7.2 Area and Facilities Development Policies and Procedures 7.5 Maintenance and Operations Management Standards 7.5.1 Facility Legal Requirements 7.9.1 Recycling and/or Zero Waste Plan 8.5 General Security Plan 8.6.2 Emergency Risk Commun ications Plan 9. I Risk Management Policy I 0.4 Needs Assessment 1 0.5.1 Recreation and Leisure Trends Analysis Suggested evidence of compliance: Provide the agency review schedule for the document. program. policy or procedure referenced in the enumerated standards. 7 1 .2.1 -Document Approval A uthority Standard: All documents designated for approval by the appropriate approving authority shall be approved or adopted in a manner consistent with the agency process and procedure for adoption of policies, rules, regulations, and operational procedures, except that the agency budget and p~lrk and recr·eation system master plan must be adopted or approved by the entity responsible for policy-making. Standards with an adoption or approval requirement are: 1.5 Vision 2.3.1 Community Comprehensive Plan with Park and Recreation Component ~.4 Park and Recreation System Master Plan 2.5 Strategic Plan 2.1 0 ADA Transition Plan 3.4 Public Information Policy and Procedure 4.4.1 Leadership Succession Procedure 5.4 Annua l or Biennial Budget 8.1 Codes. Laws. and Ordinances 9.1 Risk Management Pol icy 9.1.1 Risk Management Plan and Procedures Suggested El'l'dence ofComplicmce: Provide documentation that the agency budget and park and recreation system master plan have been du ly adopted or approved by the entity responsible for policy-making and that other documents designated for approval by the appropriate approving authority have been approved in a manner consistent with the agency process and procedure for approval of policies, rules. regulations. and operational procedures. 1.3 -J urisdiction Standard: Tbe specific geographjcal boundar ies of the agency's jurisdiction shall be set forth by geogr·aphical description and map. Suggested Evidence ofComplionce: Provide a map wiU1 geographical boundaries of jurisdiction and service areas. including location offacilities identified. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed .. Chapter 22 -Law Enforcement and Security. pp. 604-606. 1.4 -Mission * Sttmdurd: There shall be an established mission statement that defines the direction and purpose of the agency. The agency mission is the purpose or reason for the existence of the agency and establishes the long-term direction for the agency ser vices and activities. Suggested El'idence of Compliance: Provide the established mission statement. Informational reference in the Managemem of Park and Recrecuion Agencies. (20 I 0), 3rd Ed., Chapter 5 -Organization Structure and Administrative Operations. pp. 7 l -72. 8 1.4.1-Agency Goals and Objectives * Standard: Ther e shall be established, measurable goals and objectives for the agency and for each organizational compon ent within the agency. Such goals and objectives shaiJ be directed toward accomplishing the agency mission, be reviewed periodically, and distributed to all appropria te personnel. Suggested Evidence o.{Compliance: Provide the measurable goals and objeclives for each organizational component, with evidence of periodic review and distribution. Informational reference in the Management of Park and Recreation Agencies, (20 1 0), Jrd Ed., Chapter 5-Organization Structure and Administrative Operations, pp. 72-73; Chapter I I -Physical Resource Planning, pp. 220-224; Chapter 15 -Public Relations, Marketing, Customer Service, p. 360. 1.4.2 -Personnel Involvement Standard: The agency shall have an established process for acquir·ing and consider·ing input from pcr·sonnel at various levels of the organization in the development of goals and objectives. Suggested E vidence o.fCmnpliance: Provide examples of the methods ut ilized to obtain input from personnel at various levels of the organization (e.g., surveys. focus groups. etc.) and how the organization's goals and objectives are communicated to all personnel. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed., Chapter 5-Organization Structure and Administrative Operations. p. 72. 1 .5 -Vision * Standard: T he agency shall provide an adopted Vision Statement that is aspirational, far re~tching, a nd states where tbc agency is going. It should be available to the a pproving authority, staff, a nd participants. Suggested Evidence of Compliance: Provide evidence of adopted Vision statement that is available to the approving authority, staff, and participants. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 4 -Politics and Advocacy. p. 58: Chapter 5-Organization Structure and Administrative Operations. pp. 72-73; Chapter 7 -Planning for Strategic Management. pp. I I 5-1 16. 1.6 -Policies, Rules, Regulations, and Operational Procedures Stlmdard: T here shall be delegation of responsibilities for the policy-making functions of the approving authority and the administrative functions of the chief administrator and staff. Suggested Evidence of Compliance: Show delegation of responsibilities among approving authority, chief administrator. and staff regarding development and implementation of policies, rules, regulations. and operational procedures. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 2 -Management and the Law. p. 20; Chapter 5-Organization Structure and Administrative Operations, p. 87. 9 1.6.1 -Administrative Policies and Procedures * Stom/onl: There sha ll be policies and procedures, encompassing administrative aspects of the organization that are kept' up-to date, reviewed periodicaiJy, and made available to pertinent administrative a nd supervisory personnel. Suggested E1•idence of Compliance: Provide access to the agency policies and procedures. demonstrate how they are made available to personnel, and provide evidence of periodic review by the approving authority and administrators. Informational reference in the Managemellf of Park and Recreation Agencies, (20 I 0), Jrd Ed., Chapter 3-Legal Authority and Jurisdiction, pp. 43-44; Chapter 5-Organization Structure and Administrative Operations, pp. 87-88. 1.7-Agency Relationships * Stcmdartl: There shall be ongoing liaison roles with complementary organizations, such as near by park and recreation agencies, social service organizations, and other governmental units and regulatoa·y bodies. Suggested El'idence of Compliance: Provide evidence of cooperative efforts. including a list of staff with liaison responsibility. This information may be evidenced through Memoranda of Agreement, Memoranda ofUnderstanding. Cooperati ve Agreements, etc. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). Jrd Ed., Chapter 2 -Management and the Law. p. 28; Chapter 4 -Politics and Advocacy. p. 66; Chapter 6 - Partnerships, pp. 95-11 0; Chapter 7-Planning for Strategic Management. pp. II 0-122. 1.7.1 -Operational Co01·d ination and Cooperation Agreements Standard: There shall be established aga·eements with other agencies, organizations, or individuals that entail cooper ative use and maintenance of facilities, proga·aming, facility design, land development, finances, etc. Suggested Evidence of Compliance: Provide examples of cooperative agreements. lnfonnational reference in U1e Management of Park and Recreation Agencies. (2010), 3rd Ed., Chapter 6 -Partnerships. pp. I 09-107. 10 2.0 -Planning NOTE: Standards marked witb a star ~ are fundamental standards, and are required of all agencies seeking accreditation. Planning activities are essentiaJ to effective agency management. Frequently, they are the responsibility of a permanent component oft he agency; however, they may be performed by staff from various units or contracted to an outside professional consultant. Complex demands for services and limited public resources require that the park and recreation agency carefully research operational altematives and plan future programs. Precise guidelines should establish the parameters of planning tasks and responsibilities. The strength of the planning unit's leadership is a major ingredient in a productive and effective planning effort. This competence may be reflected both in academic training and in prior professional experience. The chief administrator should be closely involved in the planning process. A direct relationship between planning personnel and the chief administrator enhances the ability for the planning personnel to collect data and make recommendations. and the chief administrator's ability to make informed decisions. Strategic planning is vital to high perfonning organi7..ations and involves organizational and community input to identify and come to agreement on vision, mission, and values that support and gu ide the systems, structures. and strategies as a framework for organizational progress to achieve results. These standards examine the types of planning necessruy for administrators to efficiently and effectively manage both day-to-day and long-term operations of a park and recreation agency. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), Jrd Ed .. Chapter 7 -Plruming for Strategic Management, pp. 111-125. 2.1 -Overall Planning Function within Agency Standard: The agency shall have planning functions with established responsibilities, including at least one staff member or consultant with planning capability. Suggested Evidence of Compliance: Provide the responsibilities and functions of the planning entity. Provide resumes of training and experience for staff and/or consultants who have planning capabilities. Informational reference in the Management of Park and RecreaUon Agencies, (20 10), 3rd Ed., Chapter 7 -Planning for Strategic Management, pp. 120-12 1. 2.2 -Involvement in Local Planning * Standard: The agency shall be involved in local planning, e.g. comprehensive planning, strategic planning, and capital improvement planning by reviewing development proposals, monitoring the decisions of planning and zoning boards or commissions and participating on task force s and committees that will impact parks and recreation services within the jurisdiction. Suggested Evidence ofCompliance: Demonstrate the role of the agency in local planning through personneJ assignments and documentation of involvement, e.g. minutes, agendas, and cooperati ve agreements. Informational reference in the Manageme111 ofParkand Recreation Agencies, (2010), Jrd Ed., Chapter 7 -Planning for Strategic Management, p. 120. II 2.3 -Planning with Regional, State, and Federal Agencies Standard: The agency shall have a working rela tionship with the regional, state, and federal agencies to ensure the coordination of planning efforts that affect the delivery of parks and recr eation ser·vices within the jurisdiction. Suggested Evidence of Compliance: Define the role of agency personnel and documentation of involvement (minutes. agendas, cooperative agreements) in regional, state. and federal agencies planning. fnfonnational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed .• Chapter 7 -Planning for Strategic Management, p. 120. 2.3.1 -Community Comprehensive Plan with Park and Recreation Component Sttwdarcl: The jurisdiction with land use authority within which the agency operates shall have a comprehensive pliln adopted by the go verning authority that dictates public policy in terms of tr·anspor·tation, utilities, public facilities, land usc, recreation, and housing. In some jur·isdictions the comprehensive plan is called the general plan or the land usc plan. Zoning for the jurisdiction is based upon the co mprehensive plan. To meet this standard, the comprehensive plan shall have a park and/or r·ecr·eation component that discusses how the jurisdiction intends to meet the needs for parkJand and public recreation facilities in concert with other land use priorities. Suggested Evidence of Compliance: Provide the current plan, with date of official approval. 2.4-Park and Recreation System Master Plan * Suuulartl: The agency shall have a comprehensive park and r·ecreation system plan that provides recommendations for provision of facilities, pr·ograms and services; parkland acquisition and development; maintenance and operations; and administration and management. The plan shall be officially adopted by the policy-making body, updated periodically and linked with a capital improvement budget and a phased development program. The system master plan shall implement policies adopted in the comprehensive plan for the jurisdiction. Interested and affected agencies, organizations, and groups shall be engaged in the planning process. Suggested Evidence of Compliance: Provide the current plan with documentation of official approval; describe update process; and describe a phased implementation program with linkage to the agency's capital improvement budget. The system master plan shall include: a. Agency mission ( 1.4); b. Agency objectives ( 1.4.1 ); c. Recreation and leisure trends analysis ( 1 0.5. I ); d. Needs assessmelll (I 0.4); e. Community inventory (I 0.5.2): and f. Level of service standards (10.3.1 ). In formational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 7 -Planning for Strategic Management. p. 120. 12 2.5 -Strategic Plan * Stumlurd: An agency shall have a strategic plan, approved by the a pproving authority, stating how the agency will achieve its mission, goals, and objectives over an extended period of time, typically three to five years. The strategic plan shall be reviewed annually. The goals and objectives of the plan shall be measurable to demonstrate progress and results. The strategic plan shall support the priorities and initiatives of the whole organization. The strategic plan is a tool to implement the Parks and Recreation System Master Plan. Suggested Evidence of Compliance: Prov ide the agency's strategic plan, date of approval by approving aut hority, evidence of last review. and indicate progress being made in implementing t11e plan . Informational reference in the Management of Pork and Recreation Agencies, (20 I 0), Jrd Ed., Chapter 7 -Planning for Strategic Management, pp. 114-I 20. 2.6 -Feasibility Studies Stundtml: Studies shall be conducted to detCJ"mine the feasibility of proposed facilities. Suggested E1•idence of Compliance: Provide examples of recent feasibility studies such as mark et, cost benefit, site, transportati on. environmental and economic analyses. Informational reference in the Management ofPark and Recreation Agencies, (2010). 3rd Ed., Chapter I I -Physical Resource Plruming, pp. 2 I 5-2 15. 2. 7 -Site Plans Stumlurtl: There shall be site plans to guide the use of existing and the development of future areas and facilities. A site plan is a depiction of a park site of that is drawn to scale and delineates features such as building and facility locations, roads and trails, use areas and utility easements. Suggested Evidence of Compliance: Provide a representative sampling of the agency's area and facil ity site plans. Informational reference in the Managemeflf of Park and Recreation Agencies, (20 1 0), 3rd Ed., Chapter I 1 -Physical Resource Planning, pp. 230-232. 2.8 -Historical and CulturaJ Resource Management Plans Standard: Historical and cultural plans include an inventory of historical, cultural resources and strategies for how they wiD be managed. These resources may be addressed as part of the jurisdiction's comprehensive plan or the agency's park and recreation system master plan. Suggested Evidence of Compliance: Provide the hisrorical and cultural plan(s). 13 2.9-Community Involvement * Stamford: The agency shall include community involvement in tbe planning process that includes ongoing and systematic outreach to include the entire community. It is critical that the diversity of individu1ils (i.e., all cultures, ages, and abilities) and local, regional, and national non-governmental community organizations, agencies, businesses, and service providers such as the Red Cross, Sierra Club, Trust for Public Land, YMCANWCA, Boys and Girts Club, and local foundations and employers ar·e afforded opportunities for input. Suggested £,·idence of Compliance: Describe ho\\ the diverse inlerests (community organizations. businesses and individuals) of the community \\Cre involved in the planning process. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed., Chapter I I -Physical Resource Planning. p. 220 2.10 -ADA Transition Pl an Standard: The agency shall develop and adopt a pha ed plan for the r·emovat of ban-iers at existing recreation facilities, parks, and a menities owned or operated by the agency, pursuant to the requirements of the S Ocpar1mcnt of Justice T itle II regulation issued eptember 14, 2010 and effective 1\larch J S. 2011. Suggesred El•idenc:e (~(Compliance: Submit minutes of the approving authority meeting approving the transition plan. or a copy of the plan noting the dates and times when plan !asks were completed. Informational reference in the Management of Park a11d Recreation Agencies. (20 I 0). 3rd Ed .. Chapter 9 -Program Services and Event Management. p. 188; Chapter II -Physical Resource Planning. p. 236; Chapter 12 -Physical Resource Management. p. 253; Chapter 13-Management Operations. pp. 288 and 400. 14 3.0-Organization and Administration NOTE: Standards marked with a star <*'> are fundamental standards, and arc required of all agencies seeking accreditation. The organizational structure provides alignment of responsibility and delegation of authority to enable the agency to carry out its mission. The roles, responsibilities and structure should be clearly understood by staff and the public. Administrative reporting systems provide management information on the activities of the agency. Properly designed administrative reports will reflect comparative data and trends on activities. An effecti ve administrative reporting system ensures communications throughout the chain of command. Public information. community relations, and marketing are complementary functions within the agency. The functions overlap because they all deal with an organization's relationships and employ similar communication tools. While they have the same ultimate purpose of helping assure an organization's success. tJ1e purpose of each differs and each approaches the task from a different perspective. To operate effectively. a pari-and recreation agency must have the support of its community. An agency can obtain such support by informing the public and news media of events that affect the lives of citizens in the community. By providing the news media and the community with information on agency administration and operations. a relationship of mutual trust, cooperation. and respect can be maintained. An agency should make use of the many community organizations that exist in its jurisdiction and establish relationships with them. The park and recreation agency should play an active role in organizing community groups where they do not exist. By establishing such links with the community. the park and recreation agency learns of issues. needs, and opportunities and responds to them before they become problems. A well-organized community relations effort can act as an effective means of eliciting public support and can serve to identi fy problems in the making. Effective market research, planning, product and program developmenL strategies. and objectives for delivering demand-driven, high quality programs and services contribute to successful park and recreation operations. Marketing is a process for accomplishing agency mission and objectives by developing, pricing. making accessible, and providing accurate and timely information about recreational opportunities that satisfy the wants/desires of target markets. A II park and recreation agencies perform certain marketing functions; the scope of their work however. depends on their size and mandate. Among the functions are user inquiry. development of an agency marketing philosophy and marketing plan, and development of operational procedures and policy guidelines to implement that philosophy. The complexities of marketing and related research functions require that all agency staff be appropriately educated about marketing and its application across functions. 15 3.1 -Organizational Structure * Standard: The agency shall establish a staff organizational structure that reflects its methods of operation, its relationship to the community, and the relationships among the different organization components. Suggested E1•idence of Compliance: Provide a chart showing the agency's organizational stru cture, interrelationships among organizational components, and the function of each component. Organizational components are the major subdivisions of the organization. e.g. departments and divisions. Indicate how this infom1a tion is made available to staff and the public. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 5-Organization Structure and Administrative Operations. pp. 73-87. 3.2-Administrative Oftices Stmulard: The agency administrative offices shall be accessible to the public and staff. There shall be administrative, meeting and stonge space, and equipment adequate to perform the agency's functions and responsibilities. Suggested E1•idence of Compliance: Pro vide documentation that describes the types of office space and administrative equipment used by the agency and how access is provided to rhe staff and the public. Informational reference in the Management of Park and Recreation Agencies. (20 I 0), 3rd Ed., Chapter 5 -Organization Structure and Administrative Operations, p. 90. 3.2.1 -Support Services Standard: Sufficient and appropriate equipment, technology, clel"ical and administrative staff shall be provided to enable the professional staff to pcrfomr their appr·opl"iate functions. Suggested Evidence of Compliance: Describe the equipment, technology. and services used to support professional staff. Informati onal reference in the Management of Pork and Recreation Agencies. (20 I 0). 3rd Ed., Chapter 5 -Organization Structure and Administrative Operations, pp. 90-9 1. 3.3 -Internal Communication * Standard: A communication system shall be established to ensure the accurate and timely transfer of internal information among staff. Sugges1ed E1•idence ofComplitmce: Provide a communication matrix illustrating how internal communications are managed by the agency. Informational reference in the Management of Park and Recrea1ion Agencies. (20 I 0). Jrd Ed., Chapter 5-Organization Structure and Administrative Operations, pp. 86-87. 16 3.4 -Public Information Policy and Procedure* Standard: The agency shall have approved policies that govern what information shall be released, when it should be released, and by whom it should be released and that demonstrate the agency's commitment to inform the community and news media of events involving the agency. Suggested E1·idence of Compliance: Provide the written statement of policy and procedure. indicating approval by the proper authority. lnfonnationaJ reference in the Managemenr of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter IS -Public Relations, Marketing. and Customer Service, pp. 37S-377. 3.4.1 -Public Information and Community Relations Responsibility Standard: A specific position in the agency shall be d esignated to direct the public infor·mation and community relntions functions. Tlte position serves as a point of control for information dissemination to the community and the media. The intent of the standard is to establish the authority and responsibility for developing and coordinating the agency's community relations function in an identifiable position. Suggested E1·idence of Compliance: Provide the position description that reflects responsibilities for public infonnation and comm uni ty relations functions. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter IS -Public Relations, Marketing, and Customer Service, pp. 37S-377. 3.4.2 -Community Relations Plan Stamltml: The agency shall have an established community relations plan that identifies and addresses community needs for all segments of its service population, which is evaluated periodically for· effectiveness. Suggested E1•idence ofComplicmce: Provide the communiry relations plan and latest evaluation. The community relations plan shall address the following: a. Community relations policies for the agency; b. Process and procedure for establishing contact with community organizations and other community groups; c. Training needs for staff and community. The communiry relations plan and marketing plan is often included in a single document. Informational reference in the Manogement of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 15 -Public Relations. Marketing, and Customer Service, pp. 37S-377. 17 3.4.3-Marketing Plan Standard: The agency shall have an established marketing plan, ba ed on market research that is evaluated periodically for effectiveness. The fundamental principle of marketing is to gain a n under tanding of customer needs, wants, concerns and beha,•ior . The marketing plan addresse the appropriate mix of communications tools to promote agency programs, facilities, events and sen 'ices and to provide accurate, timely and u eful information to the various segments of the target audience. Suggested Eddence of Compliance: Provide the plan and latest evaluation. The plan shall include: a. Marketing o~jectives; b. Situation assessment. to include: I. Examination of demographic trends 2. Economic climate c. Market coverage by alternative providers; d. Segmentation. targeting. and positioning: e. Marketing mix; f. Marketing methods g. Evaluation criteria and methods. Research is important to support segmentati on. targeting. and positioning. Common evaluation methods include surveys. focus groups. customer commem cards. and 111) stery shopping. lnfom1ational reference in the Management ofPurk uml Recreation Agencie.~:. (20 I 0). Jrd Ed., Chapter 15 -Publi c Relations. Market ing, and Customer Service. pp. 359-377. 3.4.3.1 -Marketing Responsibility Sumdard: A pecific position shall be designated to direct the mat·keting function. Marketing function shall be the responsibility of a permanent po it ion of the agency that works closely with all agency units in developing, coordinating, and implementing the agency marketing plan. Suggested £1·idence o.(Comp/iance: Provide the position description that includes responsibility for marketing. 3.5-Utilization of Technology Stull{/urd: Technology shall be used to enable the agency to operate more efficiently and effectively. T he agency should research and apply such resources progressi\'ely. Suggested £1•idence of Compliance: Provide examples of progressive adoption. upgrade. installation. and/or use of technology. Examples could include but are not limited to communications and security systems. energy and records management systems. data management and sharing systems. lighting and irrigation systems. work orders and work assignment applications. financial systems. and class registration systems. Informati onal reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed .. Chapter l.t -lnfom1ation Technology Management. pp 305-345. 18 3.5.1 -Management Information Systems * Standard: The Agency shall have management information systems that can produce reliable statistical and data summar-ies of agency activities, such as daily, monthly, and annual reports for use in management decision-making. The reports shall provide comparative data and statistics. Suggesred £,•idence of Compliance: Provide examples of recent statistical and data summaries and describe their use in managemen t decision-making. Informational reference in the Managemenr of Park and Recrealion Agencies. (20 1 0), 3rd Ed., Chapter 14 -Information Technology Management, pp 310-313 . 3.6-Records Management Policy and Procedures Sttmdard: The agency shall have established policy and procedures for control, maintenance, and retention of records that are periodically reviewed. Records management policies and procedures address retention, disposal, access, disclosure and distribution of documents, including freedom of information r equests, and they must be consistent with legal req uiremcnts. Suggested £,·idence o.f Compliance: Provide records management policy and procedures and a copy of the most recent review. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 14 -Information Technology Management, pp 3 12-3 13. 3.6.1 -Records Disaster Mitigation and Recovery Plan and Procedures Srmulard: There shall be an established record disaster mitigation and recovery plan and procedures tha t are periodically reviewed for protecting records, storing them and recovering critical information after a disaster. Suggested El·idence of Compliance: Provide the records disaster mitigation and recovery plan and procedures and a copy of the most recent revie""· Informational rererencc in the Management of Park and Recreation Agencies, (20 I 0). Jrd Ed., Chapter 14 -Information Technology Management. pp 325-330. 19 4.0 -Human Resources Non:: Standards marked with a star (*) are fundamental standards, a nd are required of all agencies seeking accr·editation. To produce the level of quality that customers have come to expect, organizations must employ qualified employees. Qualified personnel bring to the organization the knowledge. skills. and abilities in specialized areas that are needed to design and deliver the benefits that customers seek from recreation and park experiences. Organizations that employ quality individuals who are capable of packaging and delivering experiences can attract and retain a strong and satisfied customer base; organizations that compromise on hiring quality may face difficulties in remaining competitive. Employing qualified individuals is not only one of the most important functions of recreation. park. and leisure services organizations; it is also one of the most expensive. Generally, more than half of the operational expenditures of recreation and park organizations are allocated l'o personnel salaries and benefits. Considering the vital importance of hiring quality employees and U1e associated expense. it is essential for management to have a working knowledge of the principles. practices. and procedures for employing personne l in the recreation. park. and leisure services Freid. A well-prepared personnel policies and procedures man ual provide a consistent road map for human resources decision making as well as standardized procedures. The development of a personnel policies and procedures manual may include a systematic and comprehensive outl ine of how the organization administers the policies and procedures for both the professional and non-professional employees, fair employment practices, and how it communicates to all employees the specific expectations of employment and finally. how the organization deals with complaints. grievances, and morale problems. 4.1 -Personnel Policies and Procedures Manual * Stundard: There shaU be established policies that are reviewed periodically and govern the admiojstration of personnel procedures for both professional and nonprofessional employees. The personnel policies and procedur·es manual shaU be available to each employee, as appropriate to the position. Suggested E1•idence ofComplianc:e: Provide the personnel policies and pr-ocedures manual and the date of latest review. The personnel practices shall include proced ures for a. Selection. hiring. and dismissal; b. Benefits including retirement, insurance, leaves, and other benefits; c. Salary schedule; d. Incentive system: and e. Staff development program. Jnfonnational reference in the Management of Park and Recreation Agencies, (20 1 0). 3rd Ed., Chapter 17 -I Iuman Resource Management. pp 443-444: Compendium Section 17-7. 20 4.1.1 -Code of Ethics * Standard: There must be an established statement of ethical principles for agency personnel that provide a clear understanding of ethical responsibility involving issues as related to the park and recreation system, business dealings with other entities, interrelationships with other organizations and agencies, and interactions with participants. Suggested Eridence ofComp/i(lnce: Provide the code of ethics. Informational reference in the Managemenl of Park and Recre01ion Agencies. (20 I 0), 3rd Ed., Chapter 17 -Human Resource Management, pp 422-423. 4.1.1.1 -Staff Acceptance of Gifts and Gratuities Stmulurtl: The agency shall have an established policy for the acceptance of gifts and gratuities by staff members. Suggested Eridence of Complitmce: Provide the policy on acceptance of gifts and gratuities by staff members. 4.1.2 -Recruitment Process St(lut/ard: There shall be a comprehensive recruitment process to attract qualified personnel t11at is based upon established recruitment procedures with specific recruitment objectives that are reviewed periodically. It is under·stood that in certain cases an agency is required to handle its personnel through a state or local civil se rvice merit system, and is, therefore, linked to that system in the recruitment of its park and recreation personnel. Agencies a•·e obligated to comply with all npplicable statutes and policy statements. Suggested Evidence ofComplitmce: Provide recrui tment procedures, recruitment objectives. and last review. lnfonnational reference in the Management of Park and Recreation Agencies. (20 10), 3rd Ed., Chapter 16 -Human Resource Employment. pp 404-406. 4.1.3 -Equal Opportunity Employment and Workforce Diversity * S tandard: There shall be an established policy regarding diversity with evidence of implementation that assures equal opportunities for employ ment, promotion, and equity in employment working conditions and that compli es with the American Disabilities Act. Suggested El•idence t~(Comp/iance: Provide the equal opponunity and workforce diversity policy and show evidence of implementation. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 16 -Human Resource Employment, pp 437-438. 2 1 4.1.4 -Selection Process Stamford: There shall be comprehensive procedures for biring personnel. The agency shall also h ave a role in determination of skills and tbe personal attributes required for positions. Suggested £,•itlenc:l' o_(Compliance: Provide selection process procedures and evidence that procedures are being follo\\ed. The procedures shall include information about the purpose. development. valid it). utility. fairness. adverse impact. administration. scoring, and interpretation of all elements used in the selection process. Informational reference in the Management of Park a/Ill Recreation Agencies, (20 I 0). 3rd Ed., Chapter 16 -I Iuman Resource Employment, pp 408-414. 4.1.5-Background Investigation * Standard: The agency process for hiring personnel shall inl'lude pro<·cdures for a national background investigation prior to appointment, including verification of a candidate's qualifying credentials, review of a candidate's civilund criminal record, particular attention to drug and child/adult-abuse records, and dl"iving record for employees a signed to operate motor vehicles. Suggested £,•idence of Compliance: Provide the background investigation procedures and examples of background checks completed. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed .. Chapter 16 -Human Resource Employment. pp 4 12-4 13. 4.1.6-Employee Benefits Stamlurd: There shall be an established em ployee benefits plan. Each of the benefits provided to employees shall be described in terms of wha( is provided, under what conditions, and the extent of the benefit . Types of benefits often include administrative leave, holiday leave, sick leave, vacation leave, retirement program, health insurance program, disability and death ben efits program, liability protection program, provision of clothing and equipment used by employees in performing park and recreation functions. employee education benefits, if any, and personnel support services to employees. Suggested £\'idence of Compliance: Provide the employee benefi ts plan. lnfonnational reference in the Management of Park and Recreation Agencies. (20 I 0), 3rd Ed., Chapter 16 -Hum an Resource Employment. pp 416-422. 22 4.1.7 - Supervision StauJunl: There shall be constructive and effective supervision of aU personnel to help t·hem ga·ow professionally and improve programs and services. Supervision is an on-going and systematic process that is helpful for the well-being of the individual and agency. Important characteristics of effective supervision are the ability to communicate expectations, delegate authority commensurate with the assigned tasks, provide feedback, and motivate. There should be supervisory processes, procedures, or tools that highlight staff orientation, staff coaching, mentodng and training, performance review, and human resource policies affecting supervision of staff such as those dealing with harassment and discipline. Suggested E1·idence of Compliance: Provide examples of processes, procedures. or tools used to assure constructive and effective employee supervision. Informational reference in the Mmwgemenl of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter I 8 -Supervision of Personnel, pp 46 I -484. 4.1 .8 -Compensation Plan Standard: There shall be an cstablisbcd compensation plan that establishes equity of compensation among units within the agency that is reviewed periodically. Tl1e compensation plan for an agency shall take into account agency employment standards, agency skill needs, and compensation levels offered by other local employers. Suggested El'idence of Compliance: Provide the compensation plan and a copy of its most recent review or update. lnfonnational reference in the Management of Park and Recreation Agencies. (20 I 0), 3rd Ed., Chapter I 6 -Human Resource Employment, pp 4 14-422. 4.1.9-Performance Evaluation Standard: There shall be a fair and systematic procedure for annual or periodic appraisal of job performance. Personnel evaluation shall be utilized for the development and improved quality of the individual's performance on the job, as well as a basis for promotion, monetary increments, and dismissal. Although evaluation is a day-by-day process, thea·e shall be periodic specific reviews with the employee. An employee's personnel fil e shall include a written annual evaluation. Suggested E1•idence of Compliance: Provide the procedures and a sample of co mpleted performance evaluations without identifying personal information. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed .. Chapter I 7 -Human Resource Management, pp 445-448. 23 4.1.1 0 -Promotion Standard: There shall be un established policy and procedures available to aU employees defining the promotion process and the agency's role. The park and recreation agency may rely upon a state or local civil service commission, or other public or private external organization to administer one or· more clement.s of the process in accordance with legal, professional, and administrative requirements. Suggested £1·idence ofComp/i(mce: Provide the policy and procedures, and indicate hov,. they have been communicated to employees. lnfonnational reference in the Management o.f Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 17 -!Iuman Resource Management. pp 445-448. 4.1.11 -Disciplinary System Stamford: There shall be an established di cipljnary system based on the code of conduct and performance. T he system shall specify the conduct expected of employees. Prohibitions hould be specific, whereas app roved behavior may be stated in general terms (e.g., cour·tcsy, punctuality). Suggested E1·idence of Compliance: Provide the code of conduct and performance and the policies and procedures that guide the disciplinary system and how this infom1ati on is communicated and made accessible to employees. Include copies of disciplinal) action steps included in collective bargaining agreements. if applicable. This system shall address the following topics: a. Co mpliance with agency statements; b. Unbecoming conduct: c. Appropriate appearance: d. Use of alcohol and drugs: e. Acceptance of gratuities. bribes. or rewards; f. Abuse of au th ority: and g. Proper care and maintenance of equipm ent. lnfonnational reference in the Management of Park and Recreation Agencies. (20 I 0). Jrd Ed .• Chapter 16 -Human Resource Employment. pp 423-427. 4.1.12-Grievance Procedures Standard: There shall be an e tablished grievance procedure, available to all employees. The procedure shall identify matters that are grievable; estabUsh time limitations for ftling or presenting the grievance; estabU sh steps and time limitations at each step in the grievance procedur·e; and establish criteria for employee represent·ati on. Formal grievance procedures shall be written in clear, concise terms. Suggested £1•idence of Compliance: Provide the grievance procedures and indicate hO\\ the procedures have been communicated to the employees. Include grievance procedures included in collective bargaining agreements. if applicable. lnfom1ati onal reference in the Management of Park ami Recreation Agencies. (20 I 0). 3rd Ed., Chapter 16 -I Iuman Resource Employment. pp 427-430. 24 4.1.13-Termination and End of Employment Standard: There shall be established policies and procedures for termination and end of employment. Sugges1ed £,·idence ofCompliance: Provide the tem1ination and end of employment policies and procedures. and indicate how they have been communicated to employees. Informational reference in the Managemenl of Park and Recrealion Agencies, (20 I 0), 3rd Ed .. Chapter 16 -Human Resource Employmen t. p. 426. 4.2 -Staff Qualifications * Standllrd: The agency shall employ staff qualified to develop and operate programs and services in ftu·therance of goals :md objectives. Staff shall be qualified for t·he positions as provided in the job descriptions and possess specified licenses and certificates. Park and rect·eation personnel shall have certification and/or educational training appropriate to the position. Sugges/ed £,•idence of Compliance: Provide job descriptions for a representative sample of key positions and resumes for the current incumbents. Informational reference in the Manageme111 of Park and Recrealion Agencies, (20 I 0). 3rd Ed .. Chapter 17 -Human Resource Management, p. 451. 4.3 -Job Analyses for Job Descriptions * Standard: Established job descriptions for all positions shall be based on the job analysis and reviewed periodically. Suggested El'idence ofComp/iunce: Provide a job description for a full-time, part-time, temporary and internship position. and. if appli cable, an example of a job analysis with last review. The job descriptions shall include. at a minimum: a. Duties of each position: b. Responsibilities of each position; c. Tasks of each position ; and d. Minimum level of proficiency necessary in the job-related skills. knowledge. abilities. and behaviors. Informational reference in the Management of Park and Recreation Agencies, (20 10). 3rd Ed., Chapter 17 -Human Resource Management. pp.439-441 . 25 4.4 -C hief Administrator * Standard: The agency shall have a chief administrator responsible to the approving authority for the management, direction, and control of the oper ations and administration of the agency and with authority to perform such responsibilities. T he chief administrator shall be employed full- time, year-round, a nd be qualified by experience, education, certification, and/ot· training in park, recreation, leisure services, tour ism, or rciMcd disciplines. These qualifications sbaiJ be verified and demonstrated specifically as to how it is r·elated to park and/or recreation management. Suggested £1-idence <~{Compliance: Provide the chief administrator position description and the resume of the current incumbent. If she/he is from a related discipline. provide a summary of how the person's qualifications relate to park and/or recreation management. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 17 -I Iuman Reso urce Management. pp. 433-438. 4.4.1 -Leadership Succession Pa·ocedut·e Standard: The agency shall ha\'e an e tablished procedure to en ure that leadership is available when the ngency' chief administrator i incapacitated, off duty, out of town, or otherwi e una ble to act. Sugges1ed E1•idence (~{Compliance: Provide the wri11en procedure. such as continuity plan. which indicates approva l by the proper authority. 4.5 -Workforce Health and Welloess Program Standard: The agency shall have an employee hcallh and wellncss program showing per iodic evaluation of the program status. Suggested E1•idence of Compliance: Provide evidence of the agency's employee health and well ness program. level of participation and most recent evaluation. lnfom1ational reference in the Management of Park and Recreation Agencies. (20 I 0), 3rd Ed., Chapter 17 -I Iuman Resource Management, pp. 441-442. 4.6 -Orientation Program Standard: There sha ll be an orientation program for all personnel employed by the agency. Suggested E1·idence o.fCompliance: Provide outline of the orientation program and a representative example of materials distributed at an orientation. The orientation program should include: a. Philosophy. goals. and objectives: b. The history and development of the agency: c. Pert inent sociological and environmental factors of the community and specific neighborhoods in which the individual is to serve (environmental scan): and d. Review of program/parks policies and procedures manuals. job duties. staff procedures. first aid and safety concerns and guidelines and forms review. Informational reference in the Managemem of Park and Recreation Agencies. (20 I 0), 3rd Ed .. Chapter 17-Human Resource Management. pp. 442-443. 26 4.6.1 -Employee Training and Development Program Standard: There shall be a program of employee development which is available to employees throughout the agency. It should be based on needs of individual employees, future organizational needs, and is evaluated and updated periodically. The program must notify personnel of available and/or required training, maintain training records, and assure that required training programs are attended. The progr·am should incorporate in-service training and succession planning to ensure the continued effective performance of the organization after the departure of key staff. Suggested £1·idence of Compliance: Describe the scope and components of the employee development and training program, provide an outline of traini ng offered (mandatory and disc retionary), and provide lists of participants for the pri or calendar year. and last review. Informati onal reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 17 -Human Resource Management, pp. 448-451 . 4.6.2 -Professional Certification and Organization Membership Standard: Professional staff shall be active members of their professional organization(s) and put·suc professional certifi cations within their respective disciplines. "Active" means more than holding membership, inl'luding attendance at meetings, making presentations, participating in committee work, holding elected and appointed positions, and J>articipation in educational opportunities. Suggested £1•idence of Compliance: Provide a list of staff with professional certifications and also provide a list of staff that have actively pankipated in a professional organization during the prior calendar year. indi cating the nature of participation. The fo llow ing are examples for park and recreation professionals e.g. Certified Park and Recreation Professional (C PRP). Certifi ed Park and Recreation Executive (CPR E). Certi li ed Therapeuti c Recreation Specialist (CTRS) for park and recreation professionals. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 17 -Human Resource Management, p. 451 . 4.7-Volunteer Management Standard: There shall be a volunteer management function within the agency, including a comprehensive \'Oiunteer management manual that includes policies and procedures related to the management of volunteers. Suggested £1•idence o.fCompliance: Provide the volunteer management manual. Informati onal reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed., Chapter 17 -Human Resource Management, pp. 454-458. 4.7.1 -Use of Volunteers Stamford: Volunteers shall be used by the agency in a variety of positions. Suggested Evidence of Compliance: Provide I ist of functions in which agency volunteers are used, th e extent of use. and examples of volunteer position descriptions. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 17 -Human Resource Management, pp. 455-456. 27 4.7.2-Volunteer Recruitment, Selection, Orientation, Training, and Retention Standard: There shall be an on-going function within the agency for the rccn1itment, selection, orientation, training and retention of volunteers, including procedures on background screening. Background investigations shall be made for all volunteers who work routinely with vulnerable populations, especially youth, senior adults, and persons with disabilities. Suggested Evidence vfComplicmce: Provide the agency's recruitment, selection, orientation. training, and retention procedures. Provide the agency's background investigation proced ures for volunteers and evidence of implementation. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., C hapter 17 -Human Resource Management, pp. 456-457. 4.7.3-Supervision and Evaluation of Volunteers Standard: Agency volunteers shall be monitored, shalJ receive supervisory visits, and be evaluated n~garding performance. Supervision and evaluation of volunteers is important to ensure adequate training is provided and to verify satisfactory conduct and performance. The degree to which the agency supe•·vises and evaluates ''oluntee•·s may vary depending on the role of the ''Olunteers. Suggested £1•idence of Compliance: Provide written description of the monitoring system including current practices for supervisory visits. and examples of evaluations. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 17 -Human Resource Management, p. 457. 4.7.4-Recognition of Volunteers Standard: There agency shall r·ecognize volunteers for their contributions. Recognition may take many fol'ms, depending on the nature of volunteer I'Oies. Suggested Evidence ofCompliance: Provide a description of the recognition program and recognitions given over the past calendar year. Informational reference in the Management of Park and Recreation Agencies. (20 I 0), J rd Ed .. Chapter 17 -Human Resource Management, pp. 457-458. 4.7.5-Liability Coverage for Volunteers Standard: Agency volunteers sbalJ be covered for negligence liability. Suggested Evidence of Compliance: Provide documentation indicating coverage of volunteers for negligence liability. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed .. Chapter 17 -Human Resource Management, p. 458. 29 4.8-Consultants and Contract E mployees Standard: The agency shall have policies a nd procedures regarding the use of consultants and contract employees. Suggested Evidence ofComplirmce: Provide the agency's policies and proced ures regarding the use of consultants and co ntract employees. lnfonnationaJ reference in the Management of Park and Recreation Agencies, (20 1 0), 3rd Ed., Chapter 17-Human Resource Management, pp. 458-459. 30 5.0 -Financial Management NOTE: Standards marked witb a star c*'> are fundamental standards, and a re r equired of all agencies seeking accreditation. Financial management is the process of planning for. acquiring, and using funds to achieve predetermined organizational goals and objectives. The increasing demand for more and better services. continuing up" ard spiral of costs. increasing emphasis on fiscal responsibility and accountability, and the un" illingness of taxpayers support higher taxes. are all forcing park and recreation organizations to become more effective and efficient in all aspects of their financial operations. Parks and recreation managers mu st possess the abil ity to secure, organize. and control the financial resources of the organization to assure the success and survival of their organizations. Formal tiscal control and monitoring procedures enable an agency to establish accou ntability, to comply with funding authorizations and restrictions. to ensure that disbursements are for designated and approved proposes and to alert agency management to possible problems. 5.1 -Fiscal Policy * Standard: Fiscal policies seNing guidelines for management and control of revenues, expenditures, a nd investment of funds hall be set fo1"th clearly in writing, and tbe legal authority must be clearly established. S!tggested Evidence r~(Compliance: Provide fiscal policies and legal authority. lnfom1ational reference in the Management of Park and Recreation Agencies. (20 1 0). 3rd Ed., Chapter 19 -Financial Management. pp. 487-494. 5.1.1-Comprehensive Revenue Policy * Standard: There shall be an established re,,enue policy tha t is periodically updated regarding fees a nd charges for ser·vices and the strategies and methodologies for determining fees and charges a nd levels of cost recovery. Suggested Evidence of Compliance: Provide the policy on fees and charges. the current fee sc hedules or cost-recovery procedures. and the mosr recent revie-.: or update. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 19 -Financial Management, pp. 500-5 15. 5.1.2 - Agency Acceptance of Gifts and Donations Standard: The agency shall have an established policy for the acceptance of gifts and donations. Suggested E1•idence of Compliance: Provide the policy on acceptance of gifts and donations. lnfon11ational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 19 -Financial Management pp. 511 -5 14. 31 5.1 .3-Grants Procedures Stall{/ard: Where feasible and a ppropriate, the agency shall procure regional, state, federal and/or other appUcable agency grants to supplement funding through an established procedure to n~search, coordinate and implement grant opporhmities. Prior to gran t proc urement, agencies shall evaluate how application, approval, implementation and management processes will be coordinated. Suggested El'l'dence of Compliance: Provide the procedure to procure grants along with a summary of grants received by the agency for the past five years. including identification of the following: project descriptions, grantor. date awarded, grant amount and agency match. lnfonnational reference in the Management of Park and Recreation Agencies, (20 I 0), Jrd Ed., Chapter 19 -Financial Management, pp. 508-509. 5.1.4-Private, Corporate, and Non-Profit Support Procedures Stt~~ulurtl: Where feasib le a nd appropriate, the agency shall solicit pr·ivate, corponte, and non- profit s upport to supplement agency funding through an established procedure to research1 coor·dinate and implement alternative funding options. Prior to acceptance of suppor·t the agency shall evaluute the terms of acceptance and how the implementation and managemen t process will be coordinated. Suggested El'idence of Compliance: Provide the procedure to solicit private, corporate and non-profit support along with a summary of such support received by the agency for the past l'i ve years including identification of the following: project descriptions. grantor/sponsor. date awarded. and value of the contTibution and method of recognition. 5.2 -Fiscal Management Procedures * Standard: There shall be established procedures for the fi scal management of the agency. Suggested Evidence of Compliance: Provide the procedures for the fiscal management ofthe agency. 5.2.1 -Authority and R esponsibility for Fiscal Management Sta111iard: The agency's chief adminjstrator shall be d esignated as having the authority and responsibility for the fiscal management of the agency. Although an agency's chief administrator is ultimately responsible for all agency fiscal matters, the size and complexity of the agency may dktatc the need to dcJegate responsibiUty for fiscal management functions to an identifiable person or component within the agency. Suggested E1•idence of Compliance: Provide documentation demonstrating clear delegation of fiscal authority for the agency. 32 5.2.2 -Purchasing Procedures * Standard: Agencies sha ll have estabHshed procedures for the requisition and purchase of agency equipment, supplies, and services. Suggested E1•idence of Compliance: Prov ide th e procedures for the requisition and purchase of agency equi pment_ supplies. and services. including: a. Bidding procedures: b. Criteria for the selection of vendors and bidders; and c. Procedures fo r disbursement of petty cash and issuance; and d. Use of procurement cards. if applicable. Informational reference in the Management of Pork and Recreation Agencies. (20 I 0). 3rd Ed., Chapter 19-Financial Management, pp. 5 15-517. 5.2.2.1 -Emergency Purchase Procedures Standard: There shall be c tablished procedures for emergency purchases within the agency to secure equipment or services in a swift and efficient manner. Suggested E1·idence of Compliance: Provide the procedures fo r emergency purchases. 5.3 -Accounting System * Stamlarrl: The agency shall have a compr·ehensivc accounting system to ensure an orderly, accurate, and complete documentation of the now of funds. The accounting system shall facilitate rapid retrieval of information on the star us of appropriations, expenditures and revenue any lime the information is required. Suggested E1·idence of Compliance: Provide a description of the accounting system. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 19 -Financial Management, pp. 517-5 19. 5.3.1 -Financial Status Reports Sta11dard: The agency shall periodically, monthly at a minimum, provide financial status reports. Each appropriation and expenditure shall be classined according to function, organizational component, activit)•, object, and program. Suggested El'idence of Compliance: Provide financial status reports for the previous three months. Financial status re ports shall include. at a minimum: a. Initial appropriation for each acco unt (o r program); b. Balances at the commencement of the regularl y defined period; c. Expenditures and encumbrances made during the period; d. Unencumbered balances: and e. Revenue status. 33 5.3.2-Position Authorization Procedures Standard: The agency shall have established procedures for maintaining control over the number and type of authorized ftlled and vacant positions to ensure that persons on the pa)TOU are legally employed and that positions are in accordance with budget authorizations. Suggested £,·idence o_{Compliance: Provide the position authorization procedures and budgeted positions. 5.3.3-Fiscal Control and Monitoring Procedures Sta/1(/ort/: The agency shall have established procedures used for collecting, safe guarding, and disbursing funds. The procedures shall enha nce security and accountability of all monies received by the agency. Suggested Evidence c?{Compliance: Provide the fi scal control and monitoring procedures. The fiscal control and monitoring procedures shall include: a. Maintenance of an allotment system. if any. or records of appropriations among organi zational components: b. Preparation of financial statements; c. Conduct of internal audits: and d. Persons or positions authoriz.ed to accept or disburse funds. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed., Chapter 20-Budgeting, pp. 572-576. 5.3.4 -Independent Audit * Staudurd: There shall be an independent audit or the agency's fiscal activities conducted annually 01· at a time stipulated by applicable statute or regulation. T he audit may be pc1·formcd by the government's internal audit staff (external to the agency being audited) or by an outside certified public accounting firm. Suggested El'idence c~(Compliance: Provide the most recent independent audit and management let1er. or most recent Comprehensive Annual Financial Report (CA FR) and provide the response to the audit recommend at ions. Informational reference in the Management of Park am/ Recreation Agencies. (20 I 0), 3rd Ed .. Chapter 19 -Financial Management. pp. 520-523. 5.4 -Annual or Biennial Budget * Standard: There shall be an annual or bienniaJ operating and capital improvements budgets, including both revenues and expenditures. Operating budgets include both capita l and operating expenses, cover a one-year or two-year period and capital improvements may extend five or si.x years with annual review. The nature of an agency's budgetary system may be determined by the kind of system in use by its governmental authority. Suggested E1•idence of Compliance: Provide the current and approved operating and capital improvements budgets. lnfonnational reference in the Management cif Park and Recreation Agencies, (20 I 0). 3rd Ed .. Chapter 20 -Budgeting. pp. 527-576. 34 5.4.1-Budget Development Gujdelines Standard: The agency shall establish guidelines to inform the heads of organizational components of the essential tasks and procedures relating to the budget preparation process. The guidelines shall include instructions for preparing budget request documents and for providing adequate justification for major continuing expenditures or changes in continuing expenditures of budget items. information should be included regarding operating impact. Suggested Evidence of Compliance: Provide the budget development guidelines. 5.4.2-Budget Recommendations Standard: Major organizational components shaiJ provide recommendations, based on operational and activity analysis, for usc in the development of the agency's budget. Suggested Evidence of Compliance: Provide examples of agency component recommendations and evidence of their consideration in the budgeting process. Recommendations shall include: a. Assessment of current and fu ture personnel needs; b. Costs per program element: c. Line items. 5.5-Budget Control Procedures Standard: The agency shall have procedures for budget control with periodic reporting of revenues and expenditures, and continuous management review. Suggested Evidence o.fCompliance: Provide the procedures for budget control within the agency and examples of periodic reports. 5.5.1-Supplemental/Emergency Appropriations Procedures Standard: The agency shall have established procedua·es for requesting supplemental or emergency appropriations and fund transfers to meet circumstances that cannot be anticipated by prior fiscal planning efforts. Mechanisms of adjustment may include transferring funds from one account to another and/or requesting that additional funds be granted for agency needs. Suggested Evidence of Compliance: Provide the supplemental/emergency appropriations procedures. 5.5.2-Inventory and Fixed Assets Control Standard: Tbe agency shall have established procedur·es for inventory control of property, equipment, and other assets to prevent losses and unautltorized use, and to avoid both inventory excesses and shortages. There shall be a complete and current listing of agency assets. Suggested £,·idence of Compliance: Provide procedures for inventory and fixed asset control. 35 6.0 -Programs and Services Management NOTE: Standards marked with a star(*) are fundamental sta ndards, and are required of all agencies seeking accreditation. A program is a means to leisure and recre~tion as well as a vehicle 10 deliver benefits to participants. High-quality programming is a dynamic process that continues as th e recreation experience unfolds. A systematic and well-rese~rched analysis should be completed in determining what programs and services should be provided by the agency. The public park and recreation program should be coordinated with related programs of other governmental. for-profit and non-profit organizations in the comm unity. such as schools. voluntary agencies, and churches. to provide maximum coverage with a minimum of duplication. as well as ro reduce competition. The prim ary responsibility of the park and recreation professional is to provide programs by which lei sure and recreation experiences and environments enhance the well-being and quality of life for participants. Certain program and service determinants give directi on to what is provided and assessed. These detem1inants are: conceptual fou ndations of play. recreation. and leisure; agency philosophy. goa ls and o~jecti ves: constituent interests and desired needs; and community opportunities for the public. Program and service objectives must be benefits-focused. Many agencies put objectives in ··SMART" format (specific, measurable. achievable, realistic, and timed) to assure that objectives are measurable and they use logic modeling to focus their objectives on outcomes and impacts. TI1e recreation programming plan includes all elements and services of the public park and recreation agency's programming functions. including activity selection, type and scope of programs and outreach initiatives. While related to a master or comprehensive plan. the recreation programming plan shall be an outgrowth of other strategic and program forecasting tools. Park and recreation agencies should have a program that educates the public about the intrinsic and eA1rinsic benefits that leisure (time. acti vity. experience) and participation in self-directed and leader- directed recreation act ivities provide. It should include the three (3) behavior domains: psychomotor (manipulation and coordination of physical skill s and abilities). affective (interests. appreciati ons, attitudes and values) and cognitive (intellectual skills and abilities). A leisure education program consists of six (6) components: I. Awareness of self in leisure; 2. Appreciation of leisure: 3. Understanding self-determination in leisure; 4. Making decisions regarding leisure participation; 5. Know ledge and use of resources for facilitating leisure; and 6. Promoting social interaction. Examples include: • Cooperative agreements with local schools to develop classes. workshops or events to inform children and adolescents of leisure benefits. • Community presentations regarding leisure benefits at li braries. se nior citizen centers, special recreation associations. and at business and industry meetings. • Distributing a "benefits" CD or webs ite hyperlink to educate. publicize, and inform of agency progran1 s and services through various social media outlets (Facebook. Twitter. etc.) and public cable TV channels. • Organizing and categorizing agency pub lications and photos according to the benefits associated with targeted programs and services. e.g .. benefits of nature walks for senior populations and 36 benefits of outdoor play for children. • Marketing and advertising the benefits message in agency tel ephone messages, employee newsletters, and policy manuals. on staff apparel, facility and vehicle signage. • Including benefit statements in brochures and program descriptions so that prospective participants " ill see what they can gain from participating in programs. • Including the question of··How hm·e you henefited from this progmmT in program evaluations, causing the panicipant to reflect on the beneiits of the program. • Including the benefits of programs and services on agency websites and in email/e-blasts. press releases and public service announcements. • Conducting benefits-based program research studies. • Conducting and reporting follow-up assessments and data analyses. 6.1 -Recreation Programming Plan * Stunt/(Jrt/: The agency shall have a recreation programming plan covering 3-5 years that is updated periodically and a current-year implementation plan. The plan shall address all programs and services of the agency's programming functions, including activity selection, type and scope of programs and outreach initiatives. S11gg ested El•idence of Compliance: Provide th e current recreation programming plan and describe the update process. This plan shall address how the agency delivers services to persons of all ages and abilities. how it develops program offerings and it shall include the following elements: a. Program objectives (6.2): b. Program and service statistics (I 0.5): c. Program and service determinants (6.1.1 ): d. Recreation and leisure trends analysis (I 0.5. I): and e. Community inventory ( 10.5.2). Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed .. Chapter 8 -Recreation Program Planning, pp. 137-138. 6.1.1-Program and Service Determinants Stan dard : A systematic and studied approach shall be taken in determining what programs and services shall be provided by the agency. Suggested Evidence ofComplicmce: Provide documentation and examples demonstrating that the six (6) program and service determinants are used in providing programs and services. The programs and services provided by the agency shall be based on the a. Conceptual foundations of play. recreation. and leisure; b. Organizational agency philosophy. mission and vision, and goals and objectives: c. Constituent interests and desired needs: d. Creation of a constituent-centered culture: e. Experiences desirable for clientele; and f. Community opportunities. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed .. Chapter 9 -Program Services and Event Management, pp. 155-159. 37 6.1.2-Participant Involvement Standard: The development of agency programs and services shnll involve participants. Suggested £,·idence of Compliance: Describe the process and provide examples of how the agency obtains and utilizes panicipant input. Panicipants shall have involvement in: a. Recommending polic): b. Planning activities: c. Conducting activities: and d. Sponsoring activities. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). Jrd Ed .. Chapter 9 -Program Services and Event Management. pp. 176-177. 6.1.3-Self-Directed Programs and Services Standard: The agency shall offer self-directed reneation opportunities for individuals •md groups to p•rrticipate without leadership, under only general supervision. E:\amples include picnic facilities, tennis courts, roadways in scenic areas, bridle trails, self-guiding nature trails, and open playgr·ounds. Suggested El·idence (!(Complimu:e: Provide examples of how the agency provides self-directed recreation opponunities. including a list of such opponunities. lnfonnational reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed., Chapter 9 -Program Services and Event Management, p. 161 . 6.1.4-Leader-Directed Programs and Services Stamlard: The agency shall offer leader-directed recreation oppor·tunities that pr·ovide r·ecreation oppornrnities where participant involvement is directed by a leader, including skills instruction classes. Examples include tennis, crafts, dance; ynchronized swimming performance; creative dramatics for children. Suggested £,·idence oj Compliance: Provide examples of how the agency provides leader-directed recreation opportunities. including a list of such opponunities. Informational reference in the Management of Park and Recreation Agencies. (2010), 3rd Ed .. Chapter 9-Program Services and Event Management. p. I 6 I. 38 6.1.5-Facilitated Programs and Services Standard: The agency shall facilitate assistance to individuals and groups of individuals th at provide or want to provide recreation prognuns and leisure sen•ices independently from the agency. An example of facilitated programs and services is an individual or group that wishes to start a community theater organization; the agency may help initially by providing a meeting place, some administrative help in publicity, and "seed money" with the intent that the ot·ganiz.ation will become self-sustaining. Demonstration pr·ojects may be utilized for this purpose. Suggesred £,·idence of Compliance: Provide examples of how the agency provides faci litated recreation opportunities, including a list of such opportunities. Informati onal reference in the Management of Park and Recreation Agencies. (20 I 0), 3rd Ed., Chapter 9 -Program Services and Event Management, pp. 161-1 62. 6.1.6-Cooperative Programming Standltrd: The agency shall enter into coopcr·ative agr·eements with public, co mmercial, and nonprofit entitie to provide pr·ogr·amming. Suggested El'idem:e ofCompliauce: Provide current examples of cooperative programming with documentation, such as Memoranda of Understanding (MOU). Memoranda of Agreement (MOA). or partnership agreements. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed .. Chapter 6-Partnerships, pp. 98-102: Chapter 7 -Planning for Strategic Management, p. I 59. 6.2 -Program Objectives * Stundurd: Tberc shall be specific objectives established for programs and services that are reviewed periodically. Obj ectives sbaU be specific and measurable as to the actual outcome or impact desired by the program or service so that progress on meeting objectives can be evaluated (see standard 10.2 Outcomes Assessment). Objectives shall be defined by program area, such as nature, dance, music, sports, fitness, special events and they can be further defined into levels sucb as beginner, intermediate and advanced. Suggested Evidence of Compliance: Provide measurable obje.ctives for each program and service area and the las1 review. Informational reference in the Management of Park and Recremion Agencies. (2010), 3rd Ed., Chapter 9-Program Services and Event Management. pp. 165-1 72. 39 6.3 -Scope of Program Opportunities Stam/urd: The content of agency programs shall be related directly to stated progra m objectives and shull provide for individual differences of inter ests, abilities (mental, social, physical), and backgrounds. Activities selected shall be suited to and contribute toward fulfillment of the basic physical, emotional, social, and intellectual requirements of individuals. The agency should take into consider ation the total community offerings; orne opportunitjes may be offered by other organizations, private, public, and non-profit. Suggesl<!d £1•itlem:e of Compliance: Provide a matrix or listing of programs by lie Ids. demonstTat ing clearly how the agency provides opportunities for proficiency levels, socioeconomic levels. racial and ethnic backgrounds. ages, and genders. lnfom1ational reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed., Chapter 9 -Program Services and Event Management. pp. 163-165. 174-1 79. 6.3. J -Outreach to Diverse Underserved Populations * Swudard: The agency shnU proacth·ely extend programs and services to r·esidents who may be undt rsenred in the community. To encourage participation in parks and recreation pr·ograms and service , agencies shall identify and address barriers that muy limit access including physical, social and mental abilities and financial, geogr:tphic and cultural barriers. Financial baniers may be addressed through reduced fees and scholarships. Agencies should offer inclusionary upport sen rices to ensure access to programs and erviccs for people of aU abilities and ociocconomic status. Suggested E1·idence of Compliance: Identify underserved populations (provide methodology and data used for this analysis). describe specific barriers" ithin the communit) that limit panicipation and provide examples of outreach programs and services offered by the agency to meet the needs of these populations and overcome barriers to access. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). J rd Ed., Chapter 8-Recreation Program Planning, p. I 39; Chapter 9 -Program Services and Event Management. p. 177. 6.4-Co mmunity Ed ucation for Leisure Process Standard: The agency sbaU bave a process to educate the general citizenry about the use of leisure time and the outcomes, benefits, values, and positive impacts of leisure and recreation services. The process shall be periodically evaluated for effectiveness. Educating the public about leisure a nd recreation shaiJ be ongoing and systematic and should be done in cooperation with the community, e.g., schools, other leisure agencies, business, industry, and commercial recreation establishments. Suggested £1'idence of Compliance: Provide examples of th e methods util ized by the agency to educate the community on the benefits. values. and impacts of leisure and recreation services to a diverse range of panicipants and non-participants. Provide the last review of effectiveness. Informational reference in the Management of Pork mul Rec. reation Agencies. (20 I 0), J rd Ed .. Chapter 9 -Program Services and Event Management. pp. I 72· I 74. 40 6.4.1 -Community Health and Wellness Education and Promotion Stuudurd: The agency sha U have policies, procedures, or programs to educate and promote health and wellness in the community. Suggested El'idence (~(Compliance: Provide the agency's policies, procedures, or programs to educate and promote health and wellness in the community such as: a. Physical activity; b. Healthy food and beverage offerings; c. Nutri tion education; d. Substance abuse prevent ion. Also provide examples of implementation. 6.5 -Participa nt and Spectator Code of Conduct Stamford: The agency shall have "code of co nduct" guidelines for appropriate participant and spectator conduct at programs and events, and the agency shall proactively inform and remind staff, coaches, participants and spectators about the code of conduct. Suggested £1·idcnt (~(Compliance: Provide the code of conduct for participants and spectators and describe ho" program participants. coaches. and spectators are informed ofthe code of conduct. The agency should collaborate" ith affiliate groups providing training for youth and coaches to infom1 and educate about the participant and spectator code of conduct. 41 7.0-Facility and Land Use Management NOTE: Staudards marked with a star ("k) are fundamental standards, and are required of all agencies seeking accreditation. Physical resource planning is a process focusing on phys ical resources. The planning process conforms to the vision and mi ssion statement of the controlling agency. Natural resources planning stretches across a con tinuum that has strict preservation at one end and complete modilication at the other. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). Jrd Ed., Chapter I I -Physical Resource Planning, pp. 207-238. The planning. development and management of physical resources are functions of all park and recreation managers, "vhether they are in the public, nonprofit, or for-profi t sectors. Physical resources include natural undeveloped lands and waters, and developed areas including urban parks. special complexes (such as sports and aquati cs). and buildings of vari ous functions (such as fitness centers. community centers and interpretive centers. Informational reference in the Management o.f Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 12 -Physical Resource Management, pp. 239-266. Ready access to accurate land and facility records is a basic requirement for program planning and facil ity management. Floor plans with square foot areas for each program space allow programmers and facility rnanagers to detem1ine how to most efficiently use program spaces. Building plans and specifications are invaluable for faci lities management and capital programming because they provide insight into the desig11. materials, and equipment used in construction. Information from these documents is often used to determine the remaining usefulli fe of building systems. Grants to purchase parkland and construct recreation faci lities from such programs as the 1965 Land and Water Conservation Act (LA WCON) and the 1978 Urban Park and Recreation Recovery Act (U PARR) place restrictions on use and disposition. High-performing maintenance operations organi zations ensure quality experi ences through well-managed spaces and places. Customized systems' approac hes and solutions to operations management satisfy accreditation standards through the development. consistent use. and periodic review of management plans. policies, programs, and procedures as well as inspections and assessment schedules and records. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed., Chapter 13 -Management Operations. pp. 267-304. 7.1 -Parkland Acquisition Procedures Standard: The agency shaU have established policies and procedures for the acquisition of lands for park, recreation, conservation, and historical-cultural purposes that ar·e backed by legal authority and periodicaUy reviewed. This authority usoaUy originates in state ena bling acts, is delegated to local governments and is implemented through local charters and ordinances. Suggested Evidence of Compliance: Provide policy and procedures for land acquisition. the citation of legal authority to acquire lands. and last review. lnformationaJ reference in the Management ofPark and Recreation Agencies, (20 I 0), 3rd Ed., Chapter II -Physical Resource Planning, pp. 207-229. 42 7.2-Areas and Facilities Development Policies and Procedures Standard: The agency shall have established policies and procedures for the development of park and recreation land and facilities that arc reviewed periodically. Policies and procedures should consider market projections, applicable open space and design standa•·ds and coordination with overall planning for the jurisdiction. Suggested El·idence o.fCompliance: Provide land development policies and procedures. with the last review. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed .. Chapter II -Physical Resource Planning. pp. 230-236. 7.2.1 -ADA Existing Facility and Site Access Audit Stfwdord: The agency shall complete an access audit of all existing sites and facilities. Pursuant to the US Department of Justice Title II •·egulation at 35.105, the agency must evaluate its existing facilities and sites against the most current final and enforceable Standard for Accessible Design. Suggested E1•idence of Compliance: Subm it completed checklists. digital images and si te repons as evidence of completion of the access audit. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter II -Physical Resource Pl anning. pp. 226 and 236; Chapter 12 -Physical Resource Management. pp. 253 and 263; Chapter 13 -Management Operations. p. 288. 7.3-Defense Against Encroachment Procedures Standard: The agency shall have procedures for protecting park and recreation lands and facilities from encroachment. The procedures should include progressive steps to address escalated encroachment issues. Suggested El•idence of Compliance: Provide the procedures regarding defense against encroachment. Informational reference in the Management of Park cmd Recreation Agencies, (20 I 0), 3rd Ed., Chapter I I -Physical Resource Planning. pp. 208 and 224. 7.4 -Disposal of Lands Procedures Standard: The agency shall have established procedures regarding the disposal of park and recreation lands to ensure that pubUc recreational benefits are not diminished through the sale or transfer of parkland. Suggested Evidence of Compliance: Provide the procedures for disposal of park and recreation land. In formational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter II -Physical Resource Planning, pp. 208, 21 0-213; Chapter 12 -PhysicaJ Resource Management, p. 250; Chapter 13 -Management Operations, pp. 286 and 290. 43 7.5-Maintenance and Operations Management Standards* Starrdurd: The agency shall have established maintenance and operations standards that are reviewed periodically for management of all park and recreation areas and facilities, including specialty facilities such as marinas, ice rinks, golf courses, zoological facilities, equestrian facilities. aquatic or athletic facilities, nature centers, where applicable. Parks, facilities and other recnntional elements should be identified according to the intended use of the area, r-anging from heavily used and high developed areas to those that are lightly used and less developed via a park classificat·ion or maintenance classification system. Each of these a•·eas should be assigned an appropriate set of maintenance standards including both recommended frequency and acceptable quality. Suggested E1·idence of Compliance: Provide the maintenance standards fo r all parks. facilities and specialty areas, including evidence of park maintenance classification according to the intended use of the area. ranging from heavily used and high developed areas to those that are lightly used and less developed. Provide the most recent review or update. lnfom1ational reference in the Management of Park and Recreation Agencies, (20 1 0). 3rd Ed., Chapter 12 -Physical Resource Management. pp. 253 and 263; Chapter 13 -Management Operations. pp. 290-300. 7.5.1 -Facility Legal R equirements Sttmtf11rd: There shall be a regular •·evicw of legal requi•·ements related to facilities, such as licenses, sanitary regulations, fire laws, and safety measures, and inspections of adherence thereto. Special attention should be given aquatic facilities, child care faci lities, concessions, kitchens, and zoos. Suggested Evidence of Compliance: Provide a matrix showing a representative sample of facilities and the types of regulatory permits. licenses or inspections that are requi red including copy of last review or update. lnfom1ational reference in the Management ofPark and Recreation Agencies. (2010), 3rd Ed., Chapter 11 -Physical Resource Planning, pp. 208-210. 214-216, 225-227, 231: Chapter 12 - Physical Resource Management. pp. 25 1, 259, 263; Chapter 13 -Management Operations, pp. 267. 269, 286. 291. 7.5.2 -Preventative Maintenance Plan Standard: There shall be a comprehensive preventative maintenance plan to provide periodic, scheduled inspections, assessment and repair, and replacement of infrastructure, systems and assets. This includes certify ing, checking or testjng for optimum operation based on applicable industry standards, local guidelines, city requ.ircments and/or manufacturer's recommendation for maintenance and replacement of parks, witb tbe intent to ensure that park assets are maintained for optimum use and safety and have the ability to reach or extend its full life cycle and expected return on investment. Suggested Evidence of Compliance: Provide the preventative maintenance plan and examples of detailed preventative maintenance progran1s for identified parks. recreation areas and facilities with special attention given to playground equipment, aquatic facilities, pedestrian pathways. building infrastructure and other high impact assets. along wi th copies of completed, recent inspections and safety checks for a sampling of facilities/areas. 44 7.6-Fleet Management Plan Standard: The agency shall bave an established fleet management plan comprised of an inventory of all vehicles, rolling stock and other major equipment and inspection and replacement schedules. Suggested Evidence of Compliance: Provide the fleet management plan. lnfonnational reference in the Management o.f Park and Recreation Agencies, (20 I 0), 3rd Ed .. Chapter 13 -Management Operations. pp. 296-297, 299-300. 7.7-Agency-Owned Equipment, Materials, Tools, and Supplies Policies and Procedures Sttmdartl: Thea·e shall be policies and procedures for the management of and accountability for agency-owned equipment, materials, tools, and supplies, including procedures for purchase and distribution to authorized persons, proper· fl·aining of appropriate personnel in use of equipment, safe and secure storage of equipment, and maintenance of all equipment in operational readiness and working order. Such property includes supplies, materials, tools, expendable items, vehicles, installed and mobile <X}uipment, and personal wear items used by agency personnel. Suggested £,·idence o.fComp/icmce: Provide policy and procedures regarding agency-ov. ned equipment and pro perry. Informational reference in the Management o.f Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter II -Physical Resource Planning. pp. 213, 217, 229, 236; Chapter 12 -Physical Resource Management, pp. 25 1. 253-255. 259-259, 261 , 264; Chapter 13 -Management Operations. pp. 267. 277-278, 282-284, 292-293, 295-300. 7.7.1 -Building Plans and Specifications Staudard: The agency shall ha"e on ftle floor plans, specifications., and/or as~built drawings for major facilities constructed since 1965. These records contain information necessary for efficient programming, quality facility maintenance and effective capital project programming. Projects funded with funds from governmental grant programs such as LA WCON and UPARR pl.ace restrictions on use and disposition. Suggested Evidence of Compliance: Provide evidence that plans and specifications for facilities with greater than I 0.000 square feet of indoor space constructed since 1965 are on file. lnfonnational reference in the Managemellf of Park and Recreation Agencies. (20 I 0). 3rd Ed .. Chapter 8 -Recreation Program Planning, pp. 139-141 ; Chapter 12 -Physical Resource Management. pp. 239, 243. 250-256; Chapter 13 -Management Operations, pp. 267. 276-275, 278- 288,299. 45 7.7.2-Land and Lease Recor·ds Sta11dard: The agency shall have records on file of aU lands owned or property leased by or for the agency. Each rec.-ord shall include ownership, leases, legal description, and easements and coven ants that restrict use or disposition. The records shall also include date and manner of acquisition. The manner of acquisition can limit right to use and dispose of parkland, for example acquisitions funded with funds from governmental grant prognms such as LA WCON and UPARR place restrictions. Gifts and bequests often contain restJ·ictive covenants that reflect the desires of donors. Suggested EPidence o.f Comp/i(mce: Provide evidence thai land records for land acquired since 1965 are on file. Informational reference in the Managemenl of Park and Recreation Agencies. (20 I 0), 3rd Ed., Chapter 11 -Physical Resource Planning, pp. 208-213, 2 16-2 17. 7.8-E nvironmental Sustainability Policy and Program Stcuulard: T he agency shall have an established policy on environmental sustainability that states the agency position on energy and resource conser·vation. T he policy should address sustainable product purchasing; r·eduction and handling of waste; wise use and protection of land, air, w<tter and wildlife; and sustainable design/construction of buildings and facilities. Suggested Evidence of Compliance: Provide the agency·s environmental sustainability policy and examples of projects and initiatives that demonstrate the agency's commitment to implementation. Examples include ecosystem and green infrastructure plans/programs, capital improvements utilizing green/sustainable designs. carbon footpri nt analysis and reduction goals. intemallexternal communication and outreach programs. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter I I -Physical Resource Planning. pp. 210, 215-216, 226, 232-233, 236; Chapter 12- Physical Resource Management, pp. 240, 247; Chapter 13 -Management Operations, pp. 286-295. 7.9 Natural Resource Management Plans and Procedures Stuudurd: There shall be natural resource man.agement plans for environmentally unique or sensitive areas such as valuable wetlands, riverbanks and woodlands and there shall be environmental protection procedures, such as for erosion control, conduct of nature stud ies, wiJdJife and habitat preservation, and protection of water supply reservoir·s and water recharge ar·eas. Even if the agency does not own or c.-on trot the natural resource, there shall be procedures to encourage and ensure environmental stewardship through volunteer steward programs and/or interpreth•e education and other le~rning opportunities. The agency should work with other agencies to meet and promote environmentally sound maintenance and land management standards. Suggested Evidence a.( Compliance: Provide the natural resource management plan(s) and procedures and examples of outreach and education. 46 7.9.1-Recycling and/or Zero Waste Plan Standard: There shall be a recycling and/or zero waste plan for park and recreation facilities and administrative offices that is systematically monitored and periodically reviewed. The plan shall also include an educational component for both users and employees. The recycling and/or zero waste plan should include all major products suitable for recycling in the given region with an emphasis on making the recycling process easy and convenient for park and recreation users. Suggested Evidence of Compliance: Provide a description of the recycling and/or zero waste plan for facilities and administrati ve offices and provide the last review with statistics on the amounts of materials recycled or the percent of total waste recycled for the most recent repo11ing period. Informational reference in the Management of Park and RecreMion Agencies. (20 I 0), 3rd Ed., Chapter 13 -Management Operations, pp. 290-292. 7.10-Maintenance Personnel Assignment Procedur·es Sta11dord: The agency shall have procedures fo r the assignment of competent personnel with clearly defined duties for routine maintenance, repairs, and improvement of areas, facilities, and equipment, including •·esponsibility fo t· general cleanliness and overall attractiveness. Effective maintenance of grounds and facilities requiJ·es the selection, training, and super vision of workers in a wide vad ety oftasks ranging from seasonal laborers to skilled trades. Superviso•·y staff must be able to focus on maintenance mnoagcmcot~ such as workload control, as well as supervise the technical details of maintenance wor·k. Suggested Evidence of Compliance: Provide examples of methods used by the agency to assign staff. Informational reference in the Management of Pork and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 12 -Physical Resource Management, pp. 254 and 259; Chapter 13 -Management Operations, pp. 284 and 295. 7.11-Capital Asset Depreciation and Replacement Schedule Sto11dard: The agency shall have an established depredation and replacement schedule for all park and r·ecreation capital assets including buildings, facilities, and equipment that have predictable life cycles. Schedules should id entify tft e useful life of each element and the associated costs of replacement. Capital asset depreciation and replacement schedules, including projected costs of replacement, should be reflected in the agency's financial plan. Suggested Evidence of Compliance: Provide the capital asset depreciation and replacement schedule. lnfom1ational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter I I -Physical Resource Pl anning, pp. 208, 2 13-215, 217-218, 220, 225-259, 231; Chapter 12 -Physical Resource Management, pp. 240 and 247; Chapter 13-Management Operations. pp. 289 and 294. 47 8.0 -Public Safety, Law Enforcement, and Security NOTE: Standards marked with a star (*> are fundamental standards, and are required of all agencies seeking accreditation. Laws and ordinances provide the foundation for controlling activities and behavior within the jurisdiction oft he agency. General municipal codes, Jaws and ordinances and state and federal laws are applicable to parks and recreation areas and facilities. However. these laws generally have broad application and lack specificity as t·hey relate to the control and management of parks and recreat ion areas and faci lities. Special laws and ordinances may be enacted to specifically address and guide public use and behavior and may delegate authority to issue and enforce permits. licenses. rules and regulations applicable to parks and recreation areas and Jacilities. Agency staff are first-in-line to gain compliance with ordinances, rules and regulations. Regardless of whether the agency employs law enforce1nent officers or contracts for law enforcement services. agency staff have responsibiliry to educate patrons on the proper use of parks. recreation areas and facilities. However. when patrons fail to comply. enforcement becomes the responsibility of sworn law enforcement officers. For agenci es relying on th e services of law enforcement officers from other jurisdictions or departments. it is essential that formalized liaison relationships be established between agency staff and the official law enforcement orga nization. Particular anent ion should be given to national. state and local emergency plans and procedures directed toward large-scale natural di sasters. such as earthquakes. tornadoes. hurricanes. forest fires, and floods. Plans shouJd include evacuation procedures. inventories and locations of equ ipment and materials. displacement plans for facility residents and activities. and provision of psychological aid for staff affected by emergencies. 8.1 -Codes, Laws, and Ordinances * Standard: Public safety and law enforcement within parks and recreation areas and facilities shall be governed by codes, Jaws, and ordinances, some of which may be enacted specifically for the control and management of parks and recreation areas and facilities. The codes, Jaws and ordinances shall be posted or readily available to park patrons. Suggested Evidence of Compliance: Provide documentation of the codes. laws. and ordinances that pertain specifically to areas and facilities under the jurisdiction of the agency and describe ho w they are posted or otherwise readily available to park patrons. Informational reference in the Management of Park and Recreation Agencies. (20 1 0). 3rd Ed., Chapter 2 -Management and the Law, pp. 19-22. 48 8.1.1 -Staff Liaison to Law Enforcemen t Officers Standard: There shaU be established liaison assignments for agency staff to the official law enforcement offi cer s providing public safety and law enforcement service to tbe agency. Suggested £,·idence of Compliance: Provide current documentation of staff liaison assignment(s) with the law enforcemenr authority responsible for enforcement of laws and ordinances within the parks and recreation areas and faci lities. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 22 -Law Enforcement and Securiry, p. 604. 8.2 -Authority to Enforce Laws by Law Enforcement Officers * Stmulard: The authority of law enforcement officers to enfor ce laws and ordinances pet·taining specifically to activity within parks, recreation areas, and facilities shall be clearly established to ensure that enforcement actions are upheld. Autbol'ity to enforce laws and ordinances within parks and recreation areas and facilities must be established tht·ough assignment within the agency, by contract with anothet· agency, or by policy of tbe government jurisdiction in which the agency openttes. Suggested Evidence of Compliance: Provide documentation that establishes the authority of law enforcement officers to enforce laws and ordinances within parks, recreation areas. and facilities. Informational reference in the Management o.fPark and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 22 -Law Enforcement and Security, pp. 606-612. 8.3 -Law Enforcement Officer Training Standard: Law enforcement officers with the authority to enforce laws within areas and facilities under the jurisdiction of the agency must have proper training in order to carry out their roles and responsibilities. Suggested El•idence of Compliance: Provide a summary of the current training program for law enforcement officers havingjurisdiction within the parks and recreation agency, including provision for refreshers and updates. Informational reference in the Managl'ment of Park and Recreation Agencies, (20 10). 3rd Ed., Chapter 22 -Law Enforcement and Security, pp. 612-6 I 6. 8.4 -Public Information on Laws, Ordinances, Rules, Regulations, and Policies Standard: Agency staff shall participate in educating and informing the public on laws, ordinances, rules, regulations, and policies t.bat apply to parks and recreation areas and fa cilities. This role shall be established through policy directive. Suggested El•idence of Compliance: Provide documentation that defi nes the role of agency staff in providing public infonnation and education on laws, ordinances, rules, regulations, and policies. Provide examples of education and provision of information. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 22 -Law Enforcement and Security. pp. 616-6 17. 49 8.4.1 -In-Service Training for Staff on Public Safety and Law Enforcement Standard: Agency staff shaU understand their role in public safety and law enforcement and relationships with law enforcement officers having jurisdiction within parks and recreation areas and facilities. The purpose of this h·aining to ensure that staff understand where thei•· authority ends and when an incident should be referred to Jaw enforcement. In-service tl'3ining shall be extended to front line staff such as lifeguards and park attendants to assure they are fully prepared to •·espond to law-enforcement incidents. Suggested El'idence of Compliance: Provide documentation of most recent in-service training for agency staff. defining their role in public safety and law enforcement, including agendas and attendance rosters Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 22 -Law Enforcement and Security, p. 614. 8.4.2-Handling of Disruptive Behavior Procedures Stamford: There shall be established procedures for agency staff on response to disruptive behavior at agency areas and facilities. Procedures shall identify the role of staff in inte1·vention when an incident occurs, documentation of behavior and delineation of Jaw enfo•·cemenl •·oles in handling behavioral issues. Suggested E1•idence of Compliance: Provide current procedures regarding handling of disruptive behavior. Informational reference in the Management of Park and Recreation Agencies, (2010), 3rd Ed., Chapter 22 -Law Enforcement and Security, pp. 620-624. 8.4.3-Traffic Control, Parking Plans, and Crowd Control Sttmdtm/; The agency shall coordinate with the official law enforcement agency having jurisdiction on large-scale events hosted or facilitated by the agency that require planning and coordination of traffic, parking and crowd control. Plans shaiJ specifically define tbe roles of the event sponsor, agency staff, and the law enforcement agency regarding traffic layouts at the venue, traffic routes and personnel assignments. Suggested £1•idence of Compliance: Provide a recent example of coordination with law enforcemem on traffic control. parking plans and crowd control for activities and events hosted or fac il itated by the agency. lnfonnationaJ reference in the Managemelll of Park and Recreation Agencies. (201 0). 3rd Ed., Chapter 22 -Law Enforcement and Security, pp. 624-637. 50 8.4.4 -Handling of Evidentia ry Items Procedures Stomlurtl: P1·ocedures shall be established that guide agency staff in the preservation and handling of evidence until transfen·ed to the appropriate law enforcement authority. Procedures shall be established in coordination with the appropriate Law enforcement agencies to define staff roles in ensuring that evidentiary items are preserved until the proper law enforcement agency assumes command of the scene. Suggested Evidence ofComplicmce: Provide the procedures defining the role and responsibility of agency staff in the discovery. preservation and hand I ing of evidentiary items. lnformationaJ reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 22 -Law Enforcement and Security, pp. 622-623. 8.5 -General Security Plan * Standard: The agency shall huve a comprehensive general security plan addressing areas, buildings and facilities under its jurisdiction that is updated periodically. Plans for each major area, building or facility should be available at each site. The general security plan may be a compilation of secudty plans from each major area, building or facility. Hazardous or flammable materials stonlge areas should be clearly identified in plans nnd at each specifi c site. Signage at each site should be installed in accordance with the unified signage system. To be effective, the security plan should be updated when a new ar ea, bttilding or f~lcility is added, security systems are modified or when legislation requires change~ Suggested El'idence of Compliance: Provide the agency· s general security plan or compilation of securil) plans from each major area, building or facility with d1e most recent review or update. At a minimum, these plans should include: a. Locking key systems and associated assignments; b. Alarm system and assignment of security codes: c. Opening and closing procedures; d. Fire alarm and fire suppression systems: e. Emergency evacuation procedures: and f. Critical incident response procedures. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 22 -Law Enforcement and Security, pp. 627-637. 51 8.6-E mergency Management Planning Standard: The agency shall be aware of emergency operations planning within their jurisdiction a nd its role in emergency management systems. Roles may vary depending on the scope of services pr·ovided by the agency and the location of its facilities. Recreation agencies, having roles in emergency management systems within their local jurisdiction, shall be aware of the applicable operations plan. The agency's specialized staff. buildings and equipment may be integral to the plan and may be deployed in the event of a large-scale emergency. The U. S. Office of Homeland Security provides guidance and support for the preparation and maintenance of emergency management plans. Suggested E1·idence of Compliance: Provide the applicable emergency management plan\\ ith the most recent date of approval. If. due to security concerns, the emergency management plan is not ava ilable for publ ic rev iew. provide the emergency management plan table of contents. Informational reference in the Managemem of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 22-Law Enforcement and Security. pp. 634-637. 8.6.1 -In-Ser vice Training for Staff on General Security and E mergency Management Stundard: Through in-cn•ice training, agency per onnel shall understand their role in ongoing secur ity and emergency management. In-service training should inform staff of their role in response to cl'itical incidents and emer·gencies and provide specific procedures for routine operations. Suggested Evidence o.f Compliance: Provide documen tal ion of in-service trai ni ng programs on general security and emergency managemem. including a dated outline of the presentation topics and a roster of participants. Informational reference in the Management of Park and Recreation Agencies, (20 10), 3rd Ed .. Chapter 22-Law Enforcement and Security. p. 636. 8.6.2-E mer gency Risk Communications Plan Standard: There shall be a communications plan that is reviewed and updntcd periodically, to accurately and effectively communicate with the public and experts during a catastrophic event that attracts significant media attention, such as a health emergency, terrorist attack, earthquake or storm. The cri is communication plan shall delineate individuals responsible for communicating with the press, chain of command on notifying proper people of the incident and communicating status updates. Suggested El·idence n.f Compliance: Provide a copy of the Emergency Risk Communications Plan and the most recent review. Informational reference in the Management of Park and Recreation Agencies. (20 I 0). 3rd Ed .. Chapter 22-Law Enforcement and Security. pp. 634-637. 52 8.6.3-Care and Shelter Procedures Sta11dard: There shall be procedures to coordinate with agencies designated to provide care and shelter to those in need during disasters or emergencies. Suggested Evidence of Compliance: Provide procedures to coordinate with agencies designated ro provide care and shelter during emergencies. 53 9.0 -Risk Management NOTE: Standards marked with a star c*") are fundamental standards, and arc required of all agencies seeking accreditation. A comprehensive risk management plan is essential to minimize legal liabilities and personal inj uries. The agenc. shall implement approaches for identification and control of risks based on the specific needs of the agency. There is no prescriptive method for identification of all risks suitable for all entities: the method and tools used" ill vary. Risk management is an on-going process that must be systematically evaluated for effectiveness and adjustments made as appropriate. Responsibilities must be assigned and structure set in place to implement an effective plan. The analysis shall include the direct costs (stafllng. insurance, prevention) and indirect costs (time lost from work by injured employees. damage to equipment and facilities, failure to provide services and loss of income). In some cases. the risk management plan and function may occur outside the park and recreation agency by another government authority. Special cooperative arrangements should be in place \\ith other publ ic departments and agencies. private contractors. and community organizations. 9.1 -Risk Management Policy Sta11tlard: The agency shall have a policy for risk management that ets direction and gives appropriate authority for implementing operational pr·actices and procedures that is approved by the proper authority. Suggested El'idence of Compliance: Provide the risk management policy including indication of approval by the proper authority. Informational reference in the Management of Park and Recreation Agencit·~. (20 I 0). 3rd Ed., Chapter 21 -Risk Management. pp. 579-598. 9.1.1-Risk Management Plan and Procedures * Standard: The agency shall have an established risk management plan and operating p•·ocedures that are reviewed periodically, accessible to all agency personnel and approved by the proper a uthority that encompasses analysis of risk exposure, control approaches and financial and operational impact for the agency The plan shall analyze the programs/services offered and facilities/areas managed for personal injury and financial loss potential and identify approaches to manage such injury, loss, and business and operatjoual impact. Suggested Et'idence of Compliance: Provide the current risk management plan with approval by the proper authority. the most recent review. and indication of how the plan and procedures are available to staff. The risk management plan shall reflect all three phases of risk management: a. Identification and assessment: b. Response strategies; and c. Management planning. Informational reference in the Managemem of Park and Recreation Agencies. (20 I 0). 3rd Ed .. Chapter 21 -Risk Management. pp. 583-596. 54 9.1.2-Accident and Incident Report Procedures Standard: There shall be established procedures for accident and incident r·eporting and a nalysis of accident and incident reports. There shall be an accident/incident report form available to all employees. Data shall be obtained in an appropriate manner to support planned and coordinated accident prevention programs within the agency. Suggested Evidence of Compliance: Provide the accident/incident form(s) and the procedures for documenting and analyzing accidents and incidents. The accident/incident form (s) shall include identification information (who), specifi c location of accident (where), and description of accident in tenns of sequence of activity (what). Informational reference in the Management of Park and Recreation Agencies. (20 I 0), 3rd Ed., Chapter 21-Risk Management, pp. 583-589. 9.1.3-Personnel Involvement and Training Standard: The agency ri k management function shall involve and train personnel at all levels on risk management procedures. Suggested El•idences of Compliance: Demonstrate ho'' personnel at all levels are involved and trained regarding risk management. Informational reference in the Management of Park and Recre(IJion Agencies. (20 I 0), 3rd Ed., Chapter 21 -Risk Management. pp. 594-596. 9.2-Risk Manager Standard: A specific position within the agency shall be designated with risk manngcmcnt responsibility and authority to carry out the policies established for risk mnnagcment. Suggested El'idence of Compliance: Provide the position description that includes responsibil ity for risk management. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 2 1 -Risk Management, pp. 582-583. 9.3 -ADA Compliance and Face-to-Face Resolution Sta11dard: There shall be a policy or procedure available to all members of the public and staff which address issues pertaining to ADA compliance, either in a written or elec troni c format. Suggesred Evidence of Compliance: Provide a written policy or procedure available to the public and staff that outlines the steps to resolve questions. concerns, or complaints of accessibil ity along with a reasonable timeline for completion and have a process for f<1ce-to-face meetings is in place. Informational reference in the Management of Park and Recreation Agencies, (20 I 0). 3rd Ed., Chapter 12 Physical Resource Management, p. 253; Chapter 13 -Management Operations. p. 287; Chapter 16 -Human Resource Employment, p. 400: Chapter 21 -Risk Management, pp. 584-588. 55 10.0-Evaluation, Assessment, and Research NOTE: Standards marked with a star c*') are fundamental standards, a nd are required of all agencies seeking accreditation. Evaluation and research are systematic processes that park and recreation professionals use to bener understand the impacts of their efTorts on rhe communities they serve. What is teamed through evaluation and research is used to demonstrate the value of what is provided and to team ho" to make improvements. Analyses of reliable data and qualitative information are essential to tracl-progress in implementing master plans and strategic initiatives. Products of evaluation. measurement. and research become important components to support planning. development and programming decisions. Benchmarking is the process of making comparisons to the processes, programs, and services of other providers. Comparisons are mos1 frequently made to other park and recreation agencies. but benchmarking can be done also with business and non-profit organizations. The National Recreation and Park association developed PRORAG IS. "hich is a tool to capture uniform data on park and recreation agencies across the nation. PRORAGIS is the onl) national benchmarking tool for the park and recreation profession. As such. it can be successful as a reliable research tool only" ith broad participation from park and recreation agencies. I 0.1 -Systematic Evaluation Processes* S tandard: The agency shall have systematic processes for evaluating programs, facilities and sen rices and operational effici ency and effectiveness. Suggesred Eddence of Compliance: Describe what is evaluated and the methods and frequency of evaluation of programs facilities and services. Evaluation is the process of determining the effectiveness of current practice and procedures. Informational reference in the Managemelll ojPark and Recrearion Agencies, (2010). 3rd Ed .. Chapter 23 -Evaluation and Action Research, pp. 641-647. I 0.1.1 -Responsibility for Evaluation Standard: The agency shall assign specific responsibility for managing elements of the evaluation program, including planning, training, evaluation, and analysis. Suggesred Eddence of Compliance: Provide job descriptions fo r the person(s) (stafT or consultants) responsible for supporting and monitoring evaluation processes. including planning. trainin~ evaluation. and analysis. If consul rant services are used, provide the current contracts or service agreements. The documentation should also include the resumes of persons providi ng the service. including experience and training. Informational reference in the Management of Park and Recrearion Agencies, (20 I 0). 3rd Ed .. Chapter 23 -Evaluation and Action Research. p 644. 56 10.1.2-Staff Training on bow to Evaluate Programs, Services, and Facilities Standard: The agency shall provide training on how to evaluate programs, services and facilities for personnel involved in managing facilities and delivering programs and services. Suggested Evidence of Compliance: Provide examples of recent evaluation trainings completed by the agency. including curriculum content, training dates and participant lists. Examples of training subj ects could include but are not limited to qualitative and quantitative measurement. identification of applicable eval uat ion tools. data analysis and use of findings. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 23 -Evaluation and Action Research, p. 644. 10.2 -Outcomes Assessment Standard: The agency shall use evaluation results to assess the outcomes of pnrk and recreation programs, se1-vices, and faciiWes and nssess the operational effectiveness of the organization. Outcomes show the relationship between resource inputs and tbc resulting impacts and benefits of the outputs. Outcomes are measurable changes in behaviors, attitudes, knowledge, conditions or skills. Suggested El•idencc of Compliance: Provide examples of how evaluation resu lts are used to determine levels of performance and effectiveness in the organization and how evaluation are used to detennine if speci fie programs. services or fac ilities are achieving planned or projected results. Informational reference in the Manage men/ of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 8 -Recreation Program Planning, p. 15 1; Chapter 9 -Progran1 Services and Event Management. pp. 167-171; Chapter 23 -Evaluation and Action Research, p. 642. 10.3-Performance Measurement Standard: The agency shall have a procedure for tracking and monitoring data trends and measuring performance against targets linked to achievement of goals and objectives. Suggested Evidence of Compliance: Provide performance targets and measurement in use by the agency. Describe the process and Ji·equency of performance measurement and cite examples for how the results have been used by the agency to affect decisions. The measures may include data gathered from the following qualitative and quantitative sources: a. Recreation and demographic trends; b. Needs assessment: c. Community inventory: d. Surveys; e. Program and service statistics; f. Inspections: g. Customer feedback: h. Program evaluation: 1. Risk management reports; and j. Budget and financial reports. informational reference in the Managemellf of Park and Recrealion Agencies, (2010). 3rd Ed., Chapter II -Physical Resource Planning, pp. 222-224: Chapter 23 -Evaluation and Action Research, p. 656. 57 I 0.3.1 -Level of Service Standards Sttmdord: Tbe agency hall have level of sen'ice (LOS) standards for provision of land, facilities and ser~vices within the jurisdiction. LOS standards are a type of performance measure associated with equitable pr·ovision service, such as the number of facilities per I ,000 residents in a service area or fa cilities avail.llble within a designated travel distance or travel time, e.g. per·cent of population that have a park within a 10 minute walk. LOS standard can also addn!ss other dimensions of equitable access, such as connectivity, maintenance and affordability. e.g. percent of parkland connected to the trail network. Suggestf!d £1·idence of Compliance: Provide the LOS standards and describe ho" LOS standards are used to establish facility and service priorities. lnfonnational reference in th e Management of Park and Recreation Agencies, (20 I 0). 3rd Ed .. Chapter 11 -Physical Resource Planning. pp. 223-224. 10.4 -Needs Assessment Sumtltml: The agency shall periodically conduct an a sse sment of assets ~and needs to identify existing and projected gaps in en·ice and d etermine land, facility and service priorities. Need assessments are used to help determine priorities for· developing ser·vic e with the agency. Needs assessments can usc a variety of methods to obtain input from the community, including focus groups, advisory boards, forums, and surveys. Sugge.wed £1·idence of Compliance: Provide the current needs assessment. describe the procedural steps in conducting the assessment. describe the frequency of updates, and describe the use of the assessment in agency planning. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., ChapterS -Organization Structure and Administrath e Operations. p. I 07: Chapter 8 -Recreation Program Planning. pp. 133-134; Chapter I I -Physical Resource Planning, p. 228. 10.5-Program and Service Statistics Standurd: The agency shnll collecf and analyze statistics on its programs and services for evaluation and future program and service development. Suggested El'idell(:e of Compliance: Provide examples of statistics collected. describe the frequency of updates. and describe how the agency makes use of the information. Informational reference in the Management of Park and Recreation Agencies. (20 I 0), 3rd Ed .. Chapter II -Physical Resource Planning. pp. 226-227: Chapter JS-Public Relations, Marketing. and Customer Service. pp. 370-372: Chapter 23 -Evaluation and Action Research. pp. 660-663. I 0.5.1 -Recreation and Leisure Trends Analysis Stoudurd: The agency shall assess periodicaUy societal and local recreation and leisure trends and determine how those trends impact existing and projected user populations. Suggested E1•idence c~f Compliance: Provide trends analysis. describe frequency of updates. and describe linkage to agency goals and objectives. lnfom1ational reference in the Management of Park and Recreation Agencies. (20 I 0), 3rd Ed .. Chapter 23 -Evaluation and Action Research. p. 644. 58 I 0.5.2-Community Inventory Staudtml: The agency sha ll compile a complete and current in,•entory of parkland and recreation facilities, programs and services in the service area, including those provided by the agency and those offered by chools and other alternative public, private, non-profit providers. Suggested Evidence of Complitmce: Provide a complete and current inventory of parkl and. programs and services available in the communit y. describe the frequency of updates. and describe how the agency makes use of this infonnation. Informational reference in the Management of Park and Recreation Agencies, (20 I 0), 3rd Ed., Chapter 8 -Recreation Program Planning, pp. 129-130. 10.5.3 -PRORAGIS Sumdanl: The agency sha ll create a profile in the national PRORAGJS database thut includes, at a minimum, completion of"Agcncy Summary" and "General Park Sites" forms. Sugge.\ted £1·idence ofCompliance: Provide a copy of the agency Custom Repor1 from the PRORAGIS database. I 0.6 -Research In vestigation Stcutt/(1/'f/: The <tgency shall conduct at least one experimental exploration or research investigation each year related to park and recreation operations. These are demonstration or pilot projects where performance data arc collected before and after the test to determine effectiveness. Suggested £1·idence ofComplirmce: Provide a report on a current or recent experimental or demonstration research project designed to improve a product or to test a new process or procedure. including methods used and research findings: provide brief descriptions of other research investigations undertaken over the past five (5) years. Informational reference in the Managemelll of Park and Recreation Agencies. (20 1 0), 3rd Ed., Chapter 23 -Evaluation and Action Research. pp. 658-659. 1 0.6.1 -Quality Assur·ance Standard: The agency sbaU monitor and evaluate the quality of its programs, services and facilities from the user perspective. Examples include but are not limited to customer comment cards. secrcUmystery shopper surveys, user satisfaction surveys, program evaluations and focus groups. Suggested £1·idence of Compliance: Provide recent examples of methods used to collect. monitor and evaluate quality assurance data from users. Informational reference in the Management of Park am/ Recreation Agencies, (20 I 0). 3rd Ed., Chapter 15 -Public Relations, Marketing. and Customer Service. pp. 370-372. 59 .... ~~# .. J ., City of • 4fP!'Wheat&_clge ~ARKS AND RECREATION TO: THROUGH: FROM: DATE: SUBJECT: Issue: Memorandum Mayor and City Council r'\ A Patrick Goff, City Manageri0t} Joyce Manwaring, Parks and Recreation Director March 7, 2016 Large Event Pem1its The Parks and Recreation Department developed a Large Event Permit process in 2012 to aid in the facilitation and coordination of large community events held in the city. The Parks and Recreation Department administration is responsible for processing Large Event Permits and coordinating the process with the permit requestor or event organizer. The permit has served as a customer service tool for event organizers by providing the information and forms required across aJI city departments to hold an event and by having one point of contact at the city, as opposed to one point of contact in each department. The permit process has aJso served as a tool for staff to efficiently communicate and coordinate between departments the various needs of each event. Large events such as those listed below impact city resources at varying degrees and levels. The Large Event Permi t process has been in place for two years, which has allowed staff to measure the resources required to support these events and their impacts on city facil ities. Due to the increasing number of large event requests for use of city faci lities, parks and trai ls for fairs, festivals. 511 Ok runs and fu nd raisers, and based on internal discussions regarding available resources, the city currently limits the number of events accommodated annually. The city is at capacity in 2016 for large events. Background: Last year the City of Golden placed a moratorium on event requests. Due to that moratorium the City ofW11eat Ridge received a substantial increase in requests. Some of these requests were accommodated, which allowed staff to evaluate what worked and did not work in terms of the types of events and the resources required. The majority oftl1ese requests were for events in parks and on the Clear Creek Trail. Localworks events also receive in-kind city support from Parks, Public Works and Police Departments. The events held by Local works are a consideration in the number of events the Large Event Pem1it Study Session March 7, 2016 City is able to support annually. Current Policy: The number of large events pem1itted in 2016 is based on the following criteria: • where tl1e event request originates (community/local/private) o Volunteers, schools, private for profit i.e. 5K races companies • direct benefit to the Wheat Ridge community o examples include Kite Flite Festival and 44111 Avenue Rumble • displacement of daily park users and activity o pavilion not available for rental, swimming pool requires closing, drop in park users cannot access park • disruption to park programs o rescheduling of soccer or baseball games, cancellation of classes held in Anderson Building • impacts to resources city wide o city staffing required, including Police, Public Works and Parks on tl1e day of tl1e event o coordination of the event details • historical usage o successfully held event in past years, i.e. Prospect Valley Fun Run • month event is held The approved events in 2016 include: I) Stober Elementary Fun Run -Prospect Park -May 2) Prospect Valley E lementary 5 K -Prospect Park-October 3) Kite Flite Festival -Anderson Park -April 4) 44th A venue Rw11ble and Car Show-Anderson Park-May 5) Leaves ofHope -Lutheran-June 6) Ridge at 38 Criterium-Ridge at 38-June 7) Carnation Festival -Anderson Park -August 8) Fam1ers 5000 -WRHS-September 9) Ridgefest -October -Ridge at 38 I 0) Trunk or Treat -October -Ridge at 38 11) Holiday Lighting Celebration -December-Ridge at 38 There may be miscellaneous smaller events that can be supported and approved, such as other Localworks events and the St. Peter and Paul neighborhood walk. These w ill be evaluated as the request is received. TI1ere are no fees for these events other than rental of the pavilion and $50.00 permit fee for review and processing oftbe permit. The $50.00 fee is waived for all Local works events. the Carnation Festival, the Kite Flite Festival and the 44th Avenue Rumble. 2 Large Event Permit Study Session March 7. 2016 Many of the event requests are denied based upon Park Rules and Regulations, specifically Sec. 17-35. "Ordinance Sec. 17-35. -Commercial activity. It shall be unlawful to conduct any commercial activity, or sell or offer for sale any service, product or activity for which a fee is charged, on any park or open space lands, except where such activity is authorized in writing by the director. This includes commercial photography, tilm-making and vending.'' Please don't hesitate to contact me if you have any additional questions or comments. 3 ~ '~ ...... ... City of A~Wlieat:&__dge ~OFFICE OF THE CnY MANAGER TO: FROM: DATE: SUBJECT: Introduction Memorandum Mayor and City Council r\l. Patrick Goff, City ManageW Ken Johnstone, Community Development Director March 2, 2016 (for March 7th Council Meeting) Freestanding Emergency Rooms Colorado has recently experienced a substantial growth in freestanding emergency rooms (ERs), increasing from 2 in 20 12 to at least 35 by the summer of2016. There has been one rezoning request to aJlow for this business model in Wheat Ridge. There has also been a n·emendous amount of merua coverage around freestanding ERs, primarily focused on patient confusion concerning the difference between freestanding ERs and urgent care centers (see attachments). On November 23, 2015, consensus was reached by City Council to include a discussion concerning freestanding ERs on a future study session agenda. Prior Actions ln 2015, an application was received by the City to rezone the property located at the southeast comer of 38th Avenue and Wadsworth Boulevard from mixed-use neighborhood (MU-N) to mixed-use commercial (MU-C). If approved the MU-C zoning would have potentially allowed various commercial and mixed uses. However, the stated intent of the applicant requesting the rezoning was to allow for the construction of a freestanding emergency room on the site. Freestanding ERs are not a specified use in the City's zoning use charts. However, staff has determined the use is similar to both a hospital and medical office use. Based on hours of operation and heavy reliance on customers arriving by ambulance, staff detennined these freestanding ERs are most similar to the emergency room activity associated with a hospital. A medical office is allowed in MU-N zone district and both medical offices and hospitals are allowed in MU-C zoning. Hospitals are allowed in a MU-C zone district (upon review and approval of an administrative conditional use pennit); but not allowed in MU-N, which is the property's current zoning. Staff presented the rezoning application and a recommendation of approval to Planning Commission at a public hearing on October 1, 2015. By a vote of 4 to 1, the Planning Commission recommended denial of the request for the following reasons: I. The proposed zone change is unnecessary because sufficient MU-C zoning exists in the immediately adjacent areas located next to the site. 2. The proposed zone change may negatively impact the public health, safety, or welfare of the community. 3. The proposed zone change is not compatible with the surrounding area; that being the church and the adjacent properties that wi ll probably be subjected to zoning change requests in the future. 4. No certificate of need is needed for new hospitals in Colorado. which is an oversight. 5. There is no need for this use and no need for additional MU-C zoning. The rezoning was introduced to City Council on fi rst reading on October 26, 2015. The first reading on the bill was approved 6 to 2. A public hearing was scheduled for November 23 2015 but the applicant formally withdrew their rezoni ng application prior to the public hearing. Background As a policy matter, it is appropriate for City Council to consider whether there are operational or other aspects of these businesses that require them to be regulated in a different manner. There are many uses that are called out specifically in the City's municipal code for special regulation. Chapter ll -Licenses and Permits. By way of example, pawn brokers, marijuana related businesses, amusement arcades, night clubs and social clubs all are subject to special licensing requirements contained in Chapter ll. It could be appropriate to consider requiring freestanding ERs go through a special licensing process to address specific issues of concern. Chapter 26 -Zoning. Various uses are required by Chapter 26 (Zoning and Development) to go through an additional review process. TI1ere are dozens of uses that require either special use review or conditional use review (mixed use districts only). Examples of special uses include day care, certain auto related uses, private schools, contractor's yards and certain fueling stations. Even government buildings with outside storage can trigger a special use review. The special use review process starts with a neighborhood meeting and can be reviewed and approved admi nistratively. Under certain circumstances, special use review will come before City Council to approve or deny or approve with conditions. Jt could be appropriate to consider requiring freestanding ERs to be reviewed as either a special use or conditional use. There are likely various other zoning options that could be considered for application on these facilities, if it is determined that they generate unique impacts in the community or in a neighborhood. The City imposes minimum separation requirements on certain uses. The City has maximum "caps" on the number of billboards and marijuana establishments, which would be another option to consider. Conclusions Staff is requesting preliminary policy di rection from City Council whether to conduct additional research regarding freestanding ERs. The intent would be to determine whether any local regulatory changes are needed to address unique impacts associated with this land use and business model. lfso directed, staff would recommend additional research and likely conduct some type of convening of affected parties who operate in this or related industries. Attachments I. Various media articles 2 Free-Standing Emergency Rooms Causing Controversy Critics say si mple ERs crea te mo re demand and drive up costs VVed,Jul31,2013 I COLORADO SPRINGS -Here at a tidy suburban shopping strip, In the parking lot near a tanning salon, a Starbucks and a cupcake shop, is a fierce new battleground for precious health care dollars. First Choice is a gleaming, stand-alone emergency room built like a drive-through dry cleaners, set in an affluent neighborhood to signal convenience to consumers-and to rake in profits for private Investors. There's no towering hospital attached at the back, no helicopter pad, delivery rooms or surgery suites. But a doctor Is always here, they handle hangnails to heart attacks, and regulators allow First Choice to charge high ER prices no matter how trivial the ailment "The hospital ER system right now Is overburdened,• said Andrew jordan, chief marketing officer for First Cho1ce. "We're the ultimate fix-It shop," senior vice president Heather Weimer said. "We want to fix you and send you up or down to the next level." But critics say free-standing ERs are creating and distorting demand, not just filling it "VVhat they're doing is driving up the cost of medical care," said Or. Vince Markovchick, an emeritus professor of emergency medicine and author of the manual "Emergency Medicine Secrets." Free-standing ERs can charge four or five times what an urgent-care center or clinic charges for common problems such as stitches, abdominal pain or sprains. For-profit ERs are siphoning patients with insurance from urban hospitals that need the money to subsidize charity care, Markovchick and others said. Attachment 1 "They play the numbers of being in the right ZIP code," said Dr. Richard Zane, emergency department chair at University of Colorado Hospital. Zane said he expects First Choice to build up to five more ERs in Colorado, and other for- profit competitors will likely follow -none of them good for the system, he added. This First Choice ER on Powers Boulevard is the Inaugural outpost for a company that has blanketed Texas with the controversial concept and now has sights on Colorado. With 16 other ERs around Houston and Dallas, First Choice is also renovating a site in Arvada to open early next year. Nonprofit hospital systems also have entered the "freestanding" game, with Banner Health and University of Colorado Health building stand-alone ERs near each other's territory in Greeley. Insurance companies-which spend time these days trying to keep people out of expensive ERs If they don't belong there -and other critics don't like the trend. When beds and exam rooms expand, customers tend to fill them whether they belong there oT not. "There's some truth to it that if you build it they will come, .. said Dr. Elizabeth Kraft, chief medical officer for Anthem's Blue Cross insurance In Colorado. "There's a learning curve on the patient's part. and they may get a bigger financial hit than they were expecting." Insurers encourage ailing consumers to think twice by boosting penalties for using the ER. Federal rules guarantee insurers will pay for medically necessary ER visits, but they have some freedom to share costs with the patient. Anthem, for example, has co-pays of $150 to $300 for ER visits, versus $10 to $75 for the same treatment at an "urgent care" or other primary doctor's office. Frustrating the health experts is what simple, nonemergency ailments ERs commonly attract: "allergic rhlnitls, .. ln other words a runny nose from pollen; headaches; and physicals for summer camps. "At least half of the patients seen in most busy ERs could be safely taken care of in a lower-cost, urgent-care setting." Markovchick said. First Choice executives say they have no more interest In keeping a patient who doesn't belong there than a hospital-based ER. They say First Choice refers non-emergency patients back to their family doctor, if they have one, and frequently writes off charity care. Under state law, and because it's the right thing to do, Arst Choice doctors say, every patient is given a medical screening by a physician before any questions are asked about how they are paying. On a recent weekday in Colorado Springs, Olga Thein was brought in with chest pains and a history of heart Illness. Dr. Ron Price speht 45 minutes with her, took labs that were done in minutes and determined she was not having a heart attack and offered a prescription. Price said he was calling her cardiologist to report the Incident and the tests. The nurse on duty, Erica Miller, said she has worked at all the Colorado Springs ERs, and is doing far more patient care and less bureaucracy at First Choice than at the other locations. "I'm feeling like a nurse instead of a computer technician," she said. State law requires all licensed ERs to have a transfer agreement with a full hospital, and First Choice contracts with both Memorial and Penrose-St. Francis in Colorado Springs. Ambulances do not come to First Choice • all traffic is self~irected; a contracted ambulance is parked outside the front door for emergency transfers to hospitals. None of the ERs are official trauma centers, as only hospital ERs can receive that designation, a First Choice spokeswoman said. First Choice cannot bill Medicare or Medicaid because federal rules require an ER to be part of a full hospital system to get paid. That leads to the criticism from Markovchick and others that the for·profit ERs are only after high·paying private Insurance. ''The way you make a profit is you avoid anybody who cant pay," Markovchick said. First Choice employees reject that assumption, saying they always give the care needed to the patients who arrive. Thein, for example, was a Medicare and Medicaid patient. and when she walked out the door on the arm of a friend, her bill was written off. Researchers on costs in health care tend to hedge when addressing whether fori)rofit ERs are exploiting gaps or listening to consumer demand. "Free·standing emergency departments, like a lot of other players In the health care marketplace, tend to go where the weiHnsured patients are, not necessarily where the need Is," said Emily Carrier with the Center for Studying Health System Change in Washington, D.C. "But that's not the same thing as saying that the need isn't there." Consumers are responding to something they want from the inviting new ERs, other analysts note. Other pieces of the health care system might do well to figure out what that is and try to deliver the same service In a less-costly way. Patients who don't have a regular doctor or who like knowing a clean, well-lighted place will take them In at 9 p.m . Friday, for example. Primary-care doctors can provide some of that with night and weekend office hours, access to e-mail or texted advice, and other techniques, Anthem's Kraft said. "Meeting patients where they're at, which Is kind of a new concept." Kraft said. By Copyright e 2016: PennWell Corporation, Tut .. , Ok. All Rights Reserved. Serving Arkansas, Louisiana, Texas & Oklahoma Home > texal'kena > business > longview > doc10B > tyler Freestanding Emergency Rooms Bring Competition, Confusion to East Texas Healthcare Questions mount as for-profit stand -alone ERs arrive in the most affluent Northeast Texas neighborhoods <SHARE: 72 Facebook TWitter More SHARES (!)Tllndly, .-....y 12,2016 FJoeestandinc emeJ'Ieney rooms have been multiplyina in Northeast, Texas. However, some padents are confused about the hilb. cost of emeJ'Iency care at some freestand.ina ERs they think are lower cost UJ'Ient care centers. T he phrase '1teal ER without the wait" has been heard constantly by people in Texarkana and the surrounding area in the last few weeks as the city's first freestanding ER opened with one of the grandest b\lSiness launches of a new enterprise in recent memory for the Four States Area. Positive press flowed from virtually every local media outlet with widespread 1V coverage, radio discussion, newspaper articles, magazine spreads and online media. Soon, Texarkana, Tyler and Longview will have several freestanding ERs in each city, and people in the Ark-La-Tex are beginning to have some questions about the concept of freestanding ERs: Are freestanding ERs "real" emergency rooms? How much should emergency care cost outside of a hospital? Should you go to an urgent care facility, freestanding emergency room or a hospital-based ER? These are just a few of the questions many Ark-La-Tex residents are asking themselves while waiting for doctor's appointments, at dinner and online following a deluge of publicity about Northeast Texas' new freestanding emergency rooms, which are not operated in conjunction with a local hospital. Multiplying like dandelions In the past few months, the Northeast Texas portion of the Ark-La-Tex has seen a land and building boom for new 24/7, freestanding ERs. The first freestanding emergency room just opened in Texarkana, Texas and at least two more are planned for the Texas-side of the city in 2016. Excel ER is scheduled to open in February 2016 at 4102 Gibson Lane, and Pearland, Texas-based Neighbors Emergency Center will be opening its center in 2016 near Texarkana's famous Bryce's Cafeteria. Arlr-La- Tex.com has learned that other emergency centers are under consideration in the Texarkana area from other comers in the healthcare space. Residents of Tyler, Texas already have two freestanding ERs-Excel ER at 6718 S. Broadway and Neighbors Emergency Center at 2222 E. Southeast Loop 32. A new Patients ER bas broken ground in the city, and the merger between Tyler Urgent Care and Complete Care will result in a fourth freestanding ER for Tyler in early 2016. In Longview, Patients ER is being built next to little Mexico restaurant on McCann Road and Excel ER will open in March 2016 at 120 Clay St. in the city. Recently, Neighbors Emergency Center announced plans to build a new emergency center at the west comer of the Gilmer Road intersection with Loop 281 in Longview. Excel ER has also announced a March 2016 opening for a freestanding ERin Nacogdoches at 1424 North Street, and Excel ER is planning for an expansion into Louisiana in the near future. A well..,..pected doctor opens fiMatandlng ER Texarkana Emergency Center is the first freestanding ERin Texarkana and officially opened on December 3· It is located across the street from Central Mall, adjacent to the Texarkana Convention Center and very near Christus St Michael Health System's Emergency Room. The building, which used to be a bank, was purchased during the first half of 2015, and it was listed for sale at $3.4 million by Reynolds Realty Management. The building was constructed in 2007, and it nouses over 10,000 sq.ft. of space. With 14 rooms for treatment (including two triage areas) the Texarkana Emergency Center promises a "Real ER without the wait" Five local emergency room doctors -Bo Kelly, Dallas Bailes, Erik Jacobsen, Kyle Groom and Matthew Young-are on-call at the facility. Local artists have adorned the walls with artistic works, and kids of all ages can enjoy the Netflix and Hulu enabled televisions in each room. In short, Texarkana Emergency Center has a purposefully "cozy" vi be. Possibly the greatest asset of the Texarkana Emergency Center is Matthew Young, medical director. Young, who prefers to go by the name "Matt," is the literal•'face" of the new center and now a public figure. With mailers, videos, newspaper ads, online media and TV reports, Young's slight, confident smile is front and center. It is an excellent choice, because Young fits virtually everyone's description of the kind and caring doctor, and be could easily play one on 1V if it was not his profession in real life. Young had an all-American childhood growing up with a large Catholic family in Texarkana's Highland Park area under the watchful eye of his beloved father, the late Dr. Mitchell Young and Donna, his mother. Young was an Eagle Scout and attended the University of Arkansas main campus for his undergraduate work and later attended medical school at UA Little Rock. Walk around the hallways oflocal medical offices in Texarkana where Young was well known as an emergency room physician at Cbristus St Michael, and people will tell you that he is a "good doctor and fine person." High praise can also be heard for him around town, and people will often mention his well-respected father, Mitchell. Indeed, the medical tradition is so strong in his family that Young has seven brothers who are medical doctors and one who is a veterinarian. Young's mother, Donna, worked with his father in his medical office, and the tradition continues today. That's because Young's wife, Cindy, is an integral part of the mechanics of the new Texarkana Emergency Center and is its director of operations. Arlc·t.. Tex.com spoke briefly with Mrs. Young while she was at the center, but she preferred to Jet the center's marketing director and her husband do the talking about the business. Putting aside the fine people associated with the new freestanding ER in Texarkana is difficult when such an obviously exceptional person such as Matt Young is involved, but there is controversy about the concept of the freestanding emergency room industry in terms of the high costs involved and the fact that some patients cannot recognize the difference between some of these facilities and urgent care centers. Medicare-free zones Most freestanding emergency rooms that have become a trend in Texas and other states (like Arizona and Colorado) do not have federal recognition and are only recognized by the state. This means they do not accept Medicare or Medicaid. Even though many doctors, nurses and administrators at freestanding ERs will say that they would like to one day accept Medicare and Medicaid, it would probably vastly decrease profitability and it would definitely increase wait times. By accepting Medicare, freestanding ERs would be subject to the Emergency Medical Treatment and Active Labor Act (EMTALA) which would require the centers to provide care to patients who could not afford care, and that would be in addition to the relatively low reimbursements they would receive for patients on Medicare. Hospitals, of course, are bound by these regulations, and some critics argue that freestanding ERs take away patients with private insurance and leave hospitals to take care of society's indigent and elderly. Matt Young of Texarkana Emergency Center said that he would like to accept Medicare, and he has gone online to tell commenters this as well. The non-acceptance of Medicare at the center is mentioned often on the center's Facebook page. In response to one comment. Young replied: "lt is unfortunate that we are not allowed to participate in Medicare or Medicaid. Maybe the laws will change." While some owners and employees of freestanding ERs might not be sincere in this statement, the high opinions of Young in the Texarkana community would lead almost anyone to believe that be really does want this change to happen. Nevertheless, centers like the one in Texarkana are required to provide medical screening examinations and stabilize any emergency patient -regardless of the ability to pay. However, some freestanding ER.s might actively encourage indigent patients to go to nearby hospital emergency rooms instead of caring for them at their centers. Removing a apllntar coata what?l Texas and Colorado have had the greatest growth in freestanding ERs -mainly due to favorable state laws. Arlr·La-Tex.com reached out to award winning 1V reporter Chris Vanderveen of Denver, Colorado's NBC Affiliate. KUSA-1V. Vanderveen spent several months researching Colorado's freestanding ERs, which have expanded exponentially in a short time. Vanderveen, an investigative reporter who won a national Edward R Murrow Award in 2011 and reported on the shootings at Columbine, said it is estimated that so% of people entering a freestanding emergency room are not educated about the high costs. The KUSA reporter, who has a brother who is an emergency room physician, said his interest in freestanding emergency rooms stemmed from an email he received from a deck builder who received a $3,690 bill for the removal of a splinter from his thumb. After his private insurance paid the Chris Vanderveen, limit for his emergency care, the deck builder still owed reporter $2,301.6o for the removal of the splinter. KUSA-1V. Denver, co The reporter said some patients of freestanding ERs feel like they have been the victim of a scam. "I used the huge bill for the splinter as a jumping off point to tell a bigger story," Vanderveer said. ''Everything freestanding ERs are doing is within the law, but people are not aware how much it costs." Vanderveer called on people across Denver and other areas of Colorado to send him their statements from freestanding ERs, and he said be was amazed. 'We put out a request for people to send us bills from the freestanding ERs, and I was just shocked at how many were three, four and five thousand dollars for minor things," he added. One patient showed Vanderveen her bill for $6,237 when she went to a clinic complaining of shortness of breath. Some tests were run and they eventually told her to go home and "relax." Nevertheless, Vanderveer said that many people believe there is a place for the freestanding emergency rooms in both Texas and Colorado when someone has a legitimate emergency. He added that many of the freestanding ERs have good medical doctors and staff. However, the irony of a new, freestanding ER being housed in a former bank was not lost on the reporter. "The public has no idea what these places cost. A cr scan in one emergency room might cost $~ooo and $8,ooo in another. It's a tremendous difference," he added. Indeed, the reporter said that, in his opinion, the future of freestanding emergency rooms is unclear. "People aren't versed on how expensive these things are," Vanderveer said. "The real question they have to face is that once the public is educated about the cost, how many customers will be left for them to stay in operation." Vanderveer said that in Colorado former customers of freestanding ERs have eventually let their friends and neighbors know the costs associated with them. ~so it's a real question in my mind whether these places will be open in four years," he said. Why are there ao many new freeatandlng ERa? The quick rise of freestanding ERs has more to do with high profits based on large bills for service. First Choice Emergency Room, which operates over so freestanding ERs, charged an average of $t_,soo per patient in 2013 according to a Securities and Exchange Commission prospectus it filed. The problem with this is that in many cases the medical issues are for relatively minor problems that could often be treated equally well in an urgent care or retail clinic setting for sometimes one-tenth of the cost. The main culprit for the high costs in most for-profit, freestanding ERs are the "facility fees'' that are allowed to be charged. These fees, which are assessed on a per- patient basis, can routinely be $8oo or more at many freestanding emergency rooms, and this drives up costs significantly for each patient This fee is charged in addition to the bill for service at standard emergency room prices. In addition, many freestanding ERs also allow doctors to bill patients separately. So customers might face two large bills -often arriving in the mail on different days. And this has led to significant sticker shock for patients, according to Alan A. Ayers, associate editor of the Journal of Urgent Care Medicine. Ayers said that many freestanding ERs believe they should be able to charge a facility fee because their capabilities a.re similar to a traditional hospital emergency room. Ayers wrote: "The facility fee [is] a fee historically charged by hospitals to cover the overhead of being prepared to handle any situation that presents -natural disaster, terrorist attack, ambulance diversion, etc., offset losses incurred in treating Medicaid populations and to subsidize charity care/sliding fee scales serving the poor and indigent," said Ayers in widely read paper titled "Dissecting the cost of a Freestanding Emergency Care Visit~ •• However, Ayers argues that the cost structure of freestanding ERs is different than hospital emergency rooms because they are not subject to the aforementioned Emergency Medical Treatment gndActive Labor Act {EMTALA), do not accept Medicare and have a lower cost structure than hospital-based emergency rooms. PaUenta without financial means Some freestanding emergency centers may not tell you this, but they are required by the state of Texas to medically evaluate and stabilize any patient that comes to them regardless of their ability to pay. The Texas Administrative Code that governs freestanding ERs specifically states this. '' Afacl?ity shall provide to each patient, without regard to the individual's ability to pay, an appropriate medical screening, examination, and stabilization within the facility's capability, including ancillary seruices routinely available to the facility, to determine whether an emergency medical condition exists and shall provide any necessary stabilizing treatment. TuasAdministrative Code The problem with this is that some freestanding ERs do whatever they can to discourage people from coming to them without private insurance or the ability to self-pay. If that doesn't work, some freestanding ERs might try to have poor patients transported to a local hospital who must care for the patient due to EMTALA after the freestanding clinic has met the minimum state guidelines. In addition, many potential patients of freestanding ERs will be referred to a hospital-based emergency room before they even see a doctor or told incorrectly that payment must be made in full for any visit to the facility. We discovered some problems first-hand. An Arlc·L.-Tex.eom reporter called Texarkana Emergency Center on Friday December 4 at approximately 3:35 am. The reporter asked what the cost would be for him to be seen for his knee injury without insurance. In a somewhat discouraging tone, an employee told him the entire visit would have to be paid for in full at the time of service with no billing option. The reporter asked how much it would cost, and he was not given an answer. Finally, the reporter asked if the center was required to treat him by law, and the woman paused and then gave a somewhat terse "yes." The call ended. The shocked reporter then called back a few minutes later. He asked the same employee how be would know if he could "pay in full" without being given a price, and she offered a fee of $250.00 to be evaluated by the doctor. Then, she said, the reporter would be advised of the additional cost for treatment before care was given. Around noon the next day on Saturday, Decembers, the same reporter called Texarkana Emergency Center again and asked a different employee about the cost to have his knee treated. During this call, be was offered a free medical evaluation by a doctor which would be followed by an estimate of the cost of treabnent. It is unknown whether our multiple inquiries for this article about the center in the previous 24 hours bad caused a change of policy or if the discouraging employee had mistakenly provided incorrect information because the freestanding ER and the employees are all new. For the record, the medical staff of Texas freestanding ERs are required to medically evaluate any patients who present themselves with an emergency and stabilize their condition if needed -regardless if they are rich, poor or somewhere in between. Wealthy zip-codes Texas was the first state to allow freestanding ERs not attached to hospitals in 2009, but the legislature really meant for these facilities to be placed in rural areas in need of emergency rooms. There were only about 20 Texas freestanding ERs in 2010, and the number is closer to 200 in Texas today. However, it is not rural areas who are getting freestanding ERs, because aftluent Texas suburban communities are where you will find the majority of these facilities. Because wealthier areas of larger cities were home to most of the original group of freestanding ERs, now the freestanding ER.s are branching out to higher income neighborhoods in mid~ize Texas cities, such as Tyler, Longview and Texarkana. A study by the Texas Tribune in 2015 showed that the income-level of the neighborhoods with freestanding ERs is 49% above the average state income. This is no surprise because freestanding ERs need patients with private insurance who are then able to afford the balance not covered by insurance Health economist Vivian Hoof the Baker Institute for Public Policy at Rice University, said freestanding ERs will not be opening in lower income neighborhoods anytime soon. She said that patients in these communities would need to buy insurance and make sure it was in-network with the emergency center. Insurance confualon Because more and more freestanding ERs are being built in Texas, many of them are becoming more likely to be covered in-network by health insurance plans. However, most patients who arrive at freestanding ERs are out-of-network. Nevertheless, freestanding ERs have been helped by the "Prudent layperson standard," which was included in the "Patients Bill of Rights" of 1995. It allows a person to be medically evaluated if they believe they have an emergency medical condition, and this standard was adopted for Medicare patients in 1997. While health care companies and health insurance companies continue to debate the the "Prudent layperson standard, ft freestanding ERs are using this standard to force health insurance companies to pay for emergency care -even though some people use freestanding ERs for minor issues such as mild nasal congestion. Earlier this year, one woman complained to a Dallas Fort Worth 1V news station about the cost for treatment of her runny nose. She just wanted some quick care for nasal drip so she could resume regular activities with her family over a holiday weekend, but her bill was $73 from the doctor plus a $980 facility fee from the freestanding ER. This will seem excessive to almost everyone, but some freestanding ER advocates argue that higher charges are justified because all patients are seen by an emergency room doctor and emergency staff-not a nurse practitioners, which is sometimes the case at urgent care centers. But freestanding ERs, which have been estimated to break even with an average of only 35-40 patients a day -compared to 150 patients on average for most hospital- based ERs -are sometimes more than happy to treat a stuffy nose complaint. While some freestanding ERs will refer patients with this type of minor complaint to an urgent care, others will treat them with emergency care and charge the full rate of service. However, the cost differential can be startling to consumers, because care at freestanding ERs is covered under the emergency care provisions in private health insurance and not at the rates and co-pays assessed for doctor's visits or urgent care. To try and steer people away from seeking emergency care for inappropriate circumstances, many insurance companies make patients responsible for the first $500 -$1500 (or more) of emergency care. While someone might have a $40 co-pay at an urgent care clinic, a patient might be responsible for a cost up to ten times at a freestanding ER. After insurance has paid its part of a trip to a freestanding emergency center, some patients are shocked to get a bill for the remaining cost of care from both the freestanding ER and possibly a separate bill from the doctor as well. Deciding where to get treatment Knowing when to go to a freestanding ER is one of the hardest things for consumers to understand based upon online discussions. We wanted to ask an industry spokesman directly, and Arlc·La-Tex.com briefly spoke with Brad Shields, executive director of the Texas Association of Freestanding Emergency Centers (TAFEC). Unfortunately, it was a Friday afternoon and Shields was not able to talk, but we were put in touch with TAFEC board member Marysol Imler. She directs both operations and planning at Five Star ER, which has several Texas locations. Imler said the best times to go to a freestanding ER are when a patient can '1: wait for a doctor's visit "Freestanding emergency rooms are great options for severe stomach aches, chest pain, and orthopedic injuries, to name a few," she said. "Such facilities are typically eapable of handling most any condition for which you might otherwise visit a hospital-based ER. n Angela Evans, director of community education at Healthcare Express, said the new freestanding ERs are confusing to patients, and she has been trying to help educate consumers. "I do think it is confusing if you don't work in the industry," Evans said. "If you go to the Texarkana Emergency Center for a non-emergency, your co-pay will be much higher in most cases." Evans said insurance carriers prefer urgent care over freestanding ERs. "A lot of people dontt know this, but your insurance carrier wants you to go to an urgent care, and patients will be seen in the order they arrived at urgent care," Evans said. 'With emergency care, the patients with the most serious issues will be seen first." Healthcare Express is a growing, Texarkana-based company with several urgent care clinics in cities all around the Ark-La-Tex. They also own pain management, imaging and physical therapy clinics. Realizing the confusion, Angela Evans created an infograpbic for patients to use when deciding whether to utilize urgent care or emergency care. "If someone is suffering a major trauma, we will send them to local hospitals," she added. "But you will save time and money coming to us for most things." Evans said Healthcare Express will be moving to a 2.4-hour service commitment at its Richmond Road clinic in Texarkana beginning January 2, 2016. "It was feedback from our patients that helped us decide to make this change," she said. "If your child is suffering a high fever in the middle of the night, there will now be a cost-effective place to go." Tonya Dubois, a physician's assistant and owner of Exceed Urgent Care at 3725 Mall Drive in Texarkana, also said the opening of the Texarkana Emergency Center had created some confusion, and she said patients need to look at the huge difference in insurance co-pays when utilizing urgent care versus freestanding ERs. "People I have talked to don't realize that you will be paying emergency room prices at freestanding ERs, and our co-pays are significantly less at an urgent care," Dubois said. ~e have contracted with insurance so we have to charge you what we have already agreed, and we accept Medicare. Since we have already negotiated with insurance companies, it protects the consumer from surprise medical bills for emergency care that insurance won't pay for. n With Excel ER moving into the Texarkana market soon, there is the possibility that some customers could confuse Excel ER with the urgent care center named "Exceed" that she owns. However, Dubois has a simple response for that. "If it's non-life- threatening, come to urgent care," she said. Partnerfng with hospitals Freestanding emergency rooms present a difficult conundrum for hospitals. On the one band, the new, freestanding ERs provide competition to their hospital emergency rooms. However, the new facilities can also feed more patients to hospitals. Nevertheless, all of the new, area freestanding ERs must work with local hospitals to treat patients which have problems outside of their capabilities or patients in need of care for more than 23 hours. Local freestanding ERs can stabilize and observe patients for up to 23 hours, but a hospital stay is required for any time longer than that because it is considered inpatient care. Arlc-t. Tu.cam spoke with representatives from both of the major hospitals in Texarkana about the confusion generated by the press coverage of the new Texarkana Emergency Center. Some citizens believed the new center was officially affiliated with at least one of the local hospitals, because some news reports discussed the cooperation between local hospitals and the new freestanding ER. Shelby Brown, director of marketing at Wadley Regional Medical Center, said her hospital wants to work with all emergency services in the area, including ambulance services and the new Texarkana Emergency Center. ~e want great relations with everyone in the healthcare market," she said. "If a freestanding ER has a patient that needs to be hospitalized, we want to care for them." Brown also said that patients should remember that Wadley was the Four States Area's first certified stroke center. ~e want everyone to know that we offer stroke victims timely care to make sure they are taken care of with the best emergency care that results in the least amount of debilitation possible/' she added. Wadley Regional Medical Center recently purchased 55 acres near Gander Mountain and close to I-30, but the hospital is not commenting on plans for the acreage as it makes plans for future growth in Texarkana. Francine Francis, director of marketing and community relations at Christus St Michael Health System, said her hospital has good relations with the new Texarkana Emergency Center. She said the hospital had already received a few patients from the center. "I can certainly confirm that they have admitted patients," Francis said. ''Our relationship is that we are available for transfer for conditions that are more serious and when a patient needs to be admitted to the hospital." The community relations director admitted it was difficult for prospective patients to know where to go for emergency care with the new options. "It is very dependent on the level of care that you need," Francis said. "But if you have something that is fairly serious like a heart attack or stroke, this is where a hospital emergency room can help. We have significant in-house resources and specialists-including surgical specialists -that can be available immediately because they are on call 24/7." Hospitals are also moving into the freestanding ER space, and Francis said she "doesn't know if there is a possibility" that Christus St. Michael might one day open a freestanding ER. The University of Colorado Health System purchased a majority stake in more than a dozen Colorado freestanding ERs owned by Lewisville, Texas- based Adeptus Health. Adeptus operates Flower Mound, Texas-based First Choice Emergency Rooms with more than so freestanding ERs. Industry experts expect more health systems to branch out with freestanding emergency rooms if the trend proves financially lucrative and helpful to the community. lndee<L some of the new Ark-La- Tex-owned, for-profit ERs could be purchased by hospitals and health care cente.rs in the coming years. We reached out to the freestanding ERs purchased by UC Health System and were surprised to learn that they still do not accept Medicare and are also still under the auspices of a corporate office in Texas according to a person answering the phone at one of the freestanding ERs. Legislative action In early 2015, State Sen. Charles Schwertner (R-Georgetown), an orthopedic surgeon, said he had grown tired of hearing about "sticker shock" for relatively minor medical problems from freestanding ERs. Schwertner said he was "regularly" hearing from constituents who were confused about whether a facility was an urgent care or a freestanding emergency room. The senator said that "confusion quickly turns to frustration and anger" when a large unexpected bill arrives from a freestanding ER. To help alleviate at least some of the problems, Schwertner authored Texas Senate Bill 425 (SB425) in the 84th Legislature that required freestanding ERs to post important information about their services so Texas consumers would know that they would be paying for emergency services and not urgent care. The bill was passed by both the Texas Senate and Texas House and was signed by Governor Greg Abbott -effective September 1, State Senator, .R-Georgetown, Orthopedic Surgeon 2015. The law requires freestanding ERs to place vital information prominently in their office and on their website no later than January 2, 2016. Freestanding ERs must each post that: • The facility is an emergency room. • The facility charges rates comparable to a hospital emergency department, including a possible facility fee. • The physician may bill separately from the facility. • The facility and facility-based physicians may not b~ a participating provider in an individual's health plan network. Gary VanDeaver. who represents Texarkana in the Texas House of Representatives, voted for the provision. and he told Arlr·La- Tex.com that area families deserved the consumer protection. ''To me, it is just wise from a truth in advertising perspective that people know up-front what kind of service they will be getting and what they will be paying," VanDeaver said. As previously mentioned, the state of Colorado has also seen Ga1·y VanDeauer, massive growth in freestanding ERs, but legislation has been faster State in Texas. Chris Vanderveen, a Denver area 'IV news reporter from Rep,.esentatiue, station KUSA, said a move from legislators in his state might come R-New Boston about in the next year. Irene Aguilar, a Colorado .state senator (D-Denver), said her state had traditionally embraced healthcare and freestanding emergency rooms without added regulations since some facilities would open during busy tourist times -for instance, during ski season. However, she told the reporter that the rules that were intended for rural areas needing emergency care may have "played into the business model" of freestanding ERs opening in the wealthiest suburban areas of Colorado. Experts predict the state will have 35-40 freestanding ERs by the summer of 2016. The benefite of fnteatanding emergency rooms For all the talk about the cost of freestanding ERs, it is clear that they have saved lives and will continue to do so. While some freestanding emergency rooms might be confused by consumers as an urgent care center, it appears that Texarkana Emergency Center has gone out of its way to look like an emergency room. Indeed, at night, the location could be easily confused as a hospital-based emergency room with its tal140" illuminated letters that proclaim "ER" on three sides along with a large medical cross. Lit signs simply saying "Emergency" with arrows also direct potential patients into the parking lot, and the location has a large ambulance entrance on the side of the bwlding nearest the Texarkana Convention Center. Besides being popular in the city of Texarkana, the medical director of the Texarkana Emergency Center" Matt Young, has an unmistakably friendly, Texarkana drawl, which is somewhat reminiscent of Ross Perot, who also grew up in the Highland Park area of the city and was a boyhood friend of Young's late father, Mitchell. By all accounts, virtually everyone spoken to by Arlc·La-Tex. com seems to agree that going to see a well-respected and trusted doctor such as Young in an emergency situation is "worth every penny" -to quote one Texarkana citizen we spoke with at a local medical office. And even the most vocal critics of freestanding ER.s usu.ally will admit that there is a place in the healthcare marketplace for freestanding ERs. "We are more patient friendly, and you don't have to park in a remote parking lot" Young told us. "We can do as much as a hospital-based emergency room." Young also pointed to his freestanding ER's waiting times often minutes or less as a major point of difference in the local healthcare market. "The biggest reason for the rise in freestanding ERs is patient waiting times, and with Texarkana Emergency Center you are getting the cream of the crop in people and facilities," he said. The slogan for the facility is "Real ER without the wait," and the medical director defended the use of the phrase. 'We are a real ER without the wait up to the point of hospitalization," Young said. With a trusted local doctor and shimmering new facilities, this particular fr~tanding ER could and should be a shining star for the industry in the state of Texas. With millions spent on the new facility (Young would not give exact figures), many eustomers in the Texarkana area say they know it is emergency care, and they are willing to pay the price when it comes to an emergency with their friends or family. "We made a huge investment in the healthcare of our community, and we are now part of the community's healthcare." Young said. Marysollmler, board member of the Texas Association of Freestanding Emergency Centers, also pointed out the benefits of the Texas facilities. ''Freestanding ERs are equipped to provide quick, convenient emergency medical care in a comfortable environment," Imler said. "The combination of in-house x-ray, ultrasound. cr imaging, and onsite laboratory services (not typically available in an urgent care setting) gives physicians in freestanding ERs the information they need to rapidly diagnose and treat a medical emergency. Like traditional emergency rooms, freestanding ERs are open 24/7." A s long as Ark-La-Tex consumers have the facts, freestanding ERs can make a positive impact in communities. However, the emergence of these facilities has Jed local healthcare industry officials to ask even more questions: Wtll there be enough emergency doctors? And, if so, where will they come from? Will more doctors ]eave hospital-based emergency rooms or will emergency doctors from outside Texas fill the void? If doctors leave hospitals, it is a serious public health matter, because Texas citizens in the most peril and in need of care usually end up in hospital-based emergency rooms. And the exit of some doctors in hospital emergency rooms has already happened in Houston, Dallas and Corpus Christi~ where freestanding ERs have been present in the health marketplace for some time. Nevertheless, patients walking out of Texarkana Emergency Center seem to be pleased with a high level of care, and medial director Matt Young's rave reviews might easily have patients clamoring for his attention at virtually any price with his admirable aim of fast, comfortable, concierge care for every patient. Moreover, price is not an object to many people when it comes to the sickness of a child or a grandmother who has a bad case of flu and needs intravenous hydration at a freestanding ER-especially since many Ark-La-Tex residents die every year from flu. However, potential patients should educate themselves at the start of each year about their own insurance co-pay for emergency care versus doctor visits or urgent care. With this information, Texas healthcare consumers will have all the information they need to make informed decisions about care. For a topic that sparks so much confusion, one thing is clear: Freestanding ERs have already started to disrupt the bealthcare market in Northeast Texas, and the long- term consequences of the pl'esence of multiple facilities in Texarkana, Tyler and Longview could have a lasting impact on patient care, availability of doctors, insurance cost and patient pocketbooks for the foreseeable future. In the meantime, Matt Young and his staff are at their center across from Central Mall waiting for patients right now, and it is very likely that informed consumers who know the price of emergency care will continue to offer high praise for a well-run, customer-centric freestanding ER. But less informed consumers at any freestanding ER could be in for a real expensive surprise. CArlr·La· Tex.c.om Abolll ~~~~ 11111/tor: J. Jon~s is a graduate of the Walter J. Le,U School of Journalism a/ the University of Arkansas -Fayetteville. His articles have appeared in over 500 newspapers in the United States, including some of the largest newspapers in America (USA Today and the Chicago Sun-Times) and smallest ones in .Arlcansas while covering Bill Clinton as governor. He has been a proud resident of the Ark-lA-Tex since his childhood. C 2016 Anc-t.a·Tex com News All rights reserved. Buyer beware: Freestanding emergency rooms 9WANTS TO KNOW SPENT MONTHS LOOKING INTO THE BILLING PRACTICES OF SO- CAllED fREEST ANDING EMERGENCY ROOMS, NAMED BfCAUSE THEV ARE NOT ATTACHED TO HOSPITALS. a.Aa _.,,_,.., 2 ? m='$ .. , ·~t .,,_":rm't'ZDM'Mf' 7 ... I erp ,_,(-t • 2: , ' d 1 If a '"'"'"' w.tr s as *IMIJ0£0 KUSA • They are-popping up in placea once taken up by Bloc:kbUslar VIdeo and Chllil: fl'ees1aodlng en••vetcv rooms, ~say the elq)losi\le.growth of freeatandlng ~ "good for~ cntlca I)CMt to people like Jeff Nixon as ptoof ot 1 costly dow~\ side N1x0fl, • deck btlildw, got~ sphnter In I'll thulnb In AptU. IJnlbll to pry II out hinself. he went to • F'lnt ct\okll ER near South~ Plr\'Wiy lnCI Wwt Bowtn Avenue In an hol.lr. the $j)llnller w •• out. A mood\ liter, he oHMd his bill, and no lonOef c:onsldete<t the ataff 'Woe enough." "Yeah. ended up being $3,690 to gel a lllvef talten out of my thumb." he Afd. T ~y. after hfs lnsur.nGe lllcNd ln. his bill came aut 10 12.301..60. He complained NPQI.edly but wa told o~~er end 011er ~lln he would haVII to PlY II manta to Know.,.,. mon1t11 ~ into lhe blllre pnldlc:es of 10-Cded hestlnding •rnerv-cv rooms. named bec:aule they are not ltt.Khed lo hospitals. HoiW much "' 'IWf ~~room bfll? SWNI.,. Y'Ofl' bit by uSing thl$ firm• flltp:.?\rlm:jn§WJ.CO!DI)tM~M tn611ow:mvCitJ::.WM'nM.Y!W!fl· Cfl!=b!IV15§S7p3211fl!tR.1MwyyJ!!tw~<e9!1YJ!M'~1611111Mlow:mu(ih·m· t"RIIN!!W!fl.qJ!:b!!Zil665703212 oremeit lhDwusyouftliJJ49newu;om, ~ ttow mt.tdl '(t0$l/O!Jt u!p'WI core b!ll? lbup·l(~ 9ne"1 cpm!gno•fnrnsJbstl!bf201,SJ! tll61b2":f!!!.!S!b·"M·)NI· u!'Cs!!I=SB=blJJ0$6S1032/) 4 ...-n· m•a-tNA•• • + (0 2015 KUSAI IHI!WS Ill 4 p.111. t ttt7111. EARN·:-·· DOUBLE -POINTS OR MilES ....... ~-... ·-- X 2'M/""¥t •e 7 2 ., WIW d<?C ·-¥POe It In olher ~ 1 pallefl wit\ • ..,....... Pf·Obletn ~not be billed at In~,... Injured in an Accident? • NMd 1D Anm14'Yl Wt Kelp~ Pl09k • 00 D Urgent care vs. emergency room care Or. Vivien Ho wotks 11 RJee lJniYetlity't Baller tnatitute tot PUblic Policy and his been 1 vocal antic of the lntestancfing emellJency room model '\Joder the ClWrenl rnodet, I think hesWdn(l tnwgency rooms .. relying on 1ft unlnfolrned patient 1o INike the ptOfill tt.y ... ~right f111111." she uld "'FOt molt peop., I don1 lhlnk hr(nt good • Anlhem Blue Ctoul8-. stWJcl of Co60tado """"'" SO to 70 I*CMI or their CUitDI'ners wt10 110 1o helulndlnQ ..,.,..lt'Y 1'001'1\f hlw conctltlonl thai could be tnt-*1 II\ urgent cam Thllnsuranoe company allo a.p tie lvtfaQI bll tom 1 Coloc'ldo UIVIflt cant II doM 10 sm. The everage ~ It 1 treMtanalng emergency room 1a c:loMIIO suoo. Of Ho '*'· In u. __,, ireS largely up to lht PI'*" lo know mote eboul *or her hullh lniUtlnCII plan -rhe men lnfonnltlon ~can get ID CIOOIW'I'IIfl ~patients aboUt prices ofhllllh·care MrVIOH the bene~ chetl be able 10 chooM • doc:lor Of Olher hallh cant ~ .• Or Ho uld . ., think ~· .,.,.,.,anc:y Is somelhlng th.ll'l taJqd abolll ott.n "' medicine, end I think the men~ we we trw better," Or Zane aid • Or RlcNtCI lane hUdl UCHI-'UI ER and lold 8Wanls 10 Know 1M bills .. in line wiltllndUSity standatdl "'The cost of liM~ care at reldYely ll'le ume wtlether y~X~go 10 • freatMdinQ eme~ ~ora~ emergency depanment• Or. Zane Mid "And we cleartY 18y we .,. at\ emetget~CY ~ wa.,. ~ aboul beinO an enwrge~~ey ~Each of the lJCHullh ERt t1.a aCT scan. )(.fay. and~~ emeroency room phylldana 1n lhe bulld.ng et a1 houri of the day There Is 1 COli 1$'00 ...... w.n tlllllewl of Cllle • WJanta To Know aPed Or Zane If lhl bil for Nixon' I ap1nter tel'nCMI Mell'lllld • bit UOIIIIYe. "I can1 tell you IP8Cific$ aboUI apec:ilk: ~IIIllS, w !here is a cou Ulodalld wiO'I hNittl Cllnl." he ~. CUrrently. the oriy nsur.nc:. INI •~n nelwottt wtth lJQtelllh ER It Anlhetn Blue 00181811» stl'eld DL zane 181d ,.,. .,.. ~ \0 tdd more lnl\nncle c:on'll)aniU to ... .,. networtt" ewe soon. In eddition. UCHNIIh ER don not laM Medicare. t.lecSIC:Iid or Tnc.a Or Z.. Aid lhal should cftlnge IOmetlme In 2018. Injured in an Accident? • ...... ~'W.Htfp~heplt· 0 0 D Courteous yet confused staff • OV. the COUI'Ie ot a m~ ... l'lalf. ~Wanta-to l(now Yi5lted nlt\e ~ tme~ rooms •long the Front Rqe wilb Ul\derc:OIIef camer11. ~ time 9Wit\15 To Know wallled 1r1 the door, worilen greeted ua Wllb the ume Mntence' oow.lCome to our~ room." manta To t<now went In loOkillQ tot se>edb abOul billing pniCdc:el Eadl tVN. it waa tOld tOughly the ume slety: •tt cJepeods on lhe ~Pel of care.• -w. wouldn't~ ab!!J to giVe you a pnce if tl'lat's what yolfre a&ldng." anolhet urd. Irs lhe quandefy auoc:ilted wllh hNittt CMt In general If's nHf1Y lmpollitlle to knOW What 1t1e c:ott will be before llfttment Is ~. The problem .... at a tine when mtny people tre ~nlng on or being forced l(tto high· declUdible health~l'llllfance plans that put them on the book for lhouuodt ouc of ~he-Ir own pod(elS at fnt Doug l..lrdet visited a UCHealth ER In AllgUSI wittl a c:ut finger He 1\tvef antldpated hit bll for a few atidle$ wO\IId lead to a bll of more INio $3,000. 'We tied no Idea wa wera going to get .aanwned With Ills.· hit wlM Ten~u said. "Honestly. it just aucb." A few employees at UCHeallh ER did tell ualhey tty to be l'lonast with patients who mlghl be ~ llefYed at an ~Mgent !:M&. , tty tO lat people know thaL beeiUH I don't want you to gel a $6,000 blllln the ma" for your kid having • strep throat.• one &BS. Anolhet tc*t us Of • few urger,t-cate dlrilc:l neatty. Oltlers actnowfedged pltief1l$ remain confu:led, "l ectually 1\ad • patient tell me once, 'Ob. 1 ~ht you ~ ~ c:allng yOIM'Mif en amef98nc:y room to be au, • anolher ldmlaed. Or. z:ene said the UCHullh ERs couldl\''1 be m01e IBMpartnt howe\ltt. ~ for lmblgUity of cost. he lllld, II'~ an !hue with heallh care In ganeral ~rs probably tNe fOf most of hellh awe." Or. Zane sa.id Cenlunt Health, In en etrort to bill "baWd on the lellel of~,· announced II plaM on~ four hybftd urgent t:arelhestanding ~ IOOIM. The model. eonc:eMtbly. would allow jmliltl\11 with, lor Pafl'1)te, splinters In their thUmbs to~ to lhalowef cost ucvent care for seMce 'We are treating the patient at the leYellhey nHd." Jennlfel Wills. spoltespetSon for C.ntura. nld. "If they r~eed urgent cart. they wtll be seen at the urgent care level." I EARN DOUBLE OR MILES ,-; Colorado is promoting massive growth of freestanding ERs AI the 11a1t of 2012, Colonldo had two freestandlng emerge.ncy rooms.. AI of November 2015.1htte are 2• IMP: ~ are the freettlndiflg ERa and urgent caru In your neiOhboltloocs: ht!o:Jtontnews tvmrom. !!rtlpi lon9n!M,blltHXJw?Fl ~ MAf: Wbft«: rue the trmwoodlnQ ER god Llrg:n1 Cgres lovpur n@hbo!bood? Cbnp/'Y•w~.?ncws MmiE1ootns,..'SibcaJ!b!201S{l ll!(!!mfo..wbsrs;fiibc· l'tmqndin&=s!'=IDS!=yrtmt-s:m:·ln-youNJRllbbott!9odl75652 wo ActotdinO., ~~and company~ revieWed by 9Wants to Know. thefe wll be etleasl 35by the summerof·2016, 't thiM ~ n.niiNUS aet us up to haw Me5 hi II'IJYMwe ~~fy played iOto lhe busintu mode!; Coknclo Stale Senator Jrene Ag\11111' ~aid. Sen.~·~ lhll. hlstoncaly. Colorado hM embtiCied" hesttaled to~ ~ERe beQUH the state.dktn' WIOIIO diuuade any from gOing i'tto .,real that ITI!ght not have the kind of population to support • hospital II waa not uncommon. for example. for freutandJne ei'MfgeOCY rooms to open snaonaJy In 5tJ areas.. Also In~ • ..,_ II no~ for operatcq to INk whata known " a Certlftclta of Need. In Qles whtte one Ia ~. Qpi(I(Oia nut proye 10 ~ rwgutatorl of ....... fof • meoiCal facllty In • pa4IQUf .,.. The ea~ Ia ~can •.c~10 an unnectt.ae~Y lncra ... of helllh-<:«e cost aa ~ort nliMI)ftoH to JUStify building and equipmtnl ~ .. Many ~It~~ feel IN I1IQlAatlon II ~uillmls~ Sen. Aoullr d~Agrtu. end 11'12014, she sponsored legislation to make it mOte dlfllcult 10 Nil f'"'UincllllQ ERs. , perwona~y think thO biblg pra<;tlges .. unelhlell ,.,_. fley'fe Iaing edvllnlage of a loophole.,. haw In our taw: She Ald. That '100phole" al'owl teestanding ERs to cl'llrge wnat's Mown a a fadlly 1M to every pallenl Who AICII\Ies care. Hotpilala haW long ~ fadllly tees to justify the 24-houf IMI!Ufe of ERs as well u IN fact thal under fedenlllaw, al ERs haw 10 ICIMII pt1ientl no matter of lhelr ability to pay Whtle lhlt 11w appfies to fr~JnO emergency rooms as well, CIIIJCI SIJggeSt many frN$IandlnO ER ~ctlefT)'ilidt areas oflne state where people 1.111morell'lehned to MYe lnslnnce In ldditlon. IN fret&tancftng ERs typlcaly Mnd patient~ somellna vii I c:octty ambulenc:e ride. to~ when totnelhltlg Ike • $ur;etY Is ~ Sen Agubt ll1ed and taJed 10 COI'IVIIICa the legtstature to btMd hestanding ERato ~ fiOllty fees In 2014 • .QW&nta to Know has obtained bibs from pallents which aho¥1 lhe flcllily c:harge 11 the &tale's 11rgeat chlln of fr'ee'ltanding ERs to be anywhere from $700 10 58,200 UCHelhh ER bought the ~Y slake In II of the Fnl Cholca ERs In Colorldo ..,...In 2015 It now operata t• freastandlng ERs With ~ to buld INQ Jemder Maltin went to 1 Fht Ctdce ER In .U. .... btl -.howl • faallly charge of $8.237 "I thouoN It w11 1n 8$1hma aftldl or an lllllf;lo ruction: tile nld Stle uld the 5tafl was lnendly and ,... nurntfOUI INll to try to llgure out wtW was going on. biA -ullmalaly lhey Mnt me home and 10111 me 1 neecleCIIO ttiax " ~few weeks later. she opened her~ tnd netr1y flllnlad "I just '"' Wee It wu misleading." 1t1e 111d